Agenda of Henderson-Massey Local Board

At the close of the agenda no apologies had been received.

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

The following are declared interests of elected members of the Henderson-Massey Local Board.

Member

Organisation

Position

Brenda Brady, JP
(Deputy Chair)

- Safer West Community Trust

Trustee

Chris Carter

- St Lazarus Trust

- Waitemata District Health Board

- Waitakere Badminton Club

Member

Peter Chan, JP

- Cantonese Opera Society of NZ

- Asian Leaders Forum

- NZ-Hong Kong Business Association

- NZ-China Business Association

- Auckland Chinese Environment Protection Association (ACEPA)

- Whau Coastal Walkway Trust

Member

Advisor

Trustee

Matt Grey

- West Auckland Youth Development Trust

- Billy Graham Youth Foundation

Director

Board Member

Dr Will Flavell

- Asia New Zealand Leadership Network

- COMET

- Te Atatū Tennis Club

- Waitākere Literacy Board

Member

Employee

Board Member

Brooke Loader

- Waitākere Licensing Trust

- Te Atatu Peninsula Business Association

- Neighbourhood Support

- Te Atatu Glendene Community Patrol

Member

Associate Member

Member

Volunteer

Vanessa Neeson
(Chair)

- Hibiscus Coast Quilters

- Ranui Advisory Group

- Waitakere Badminton Club

Member

Chairperson

Patron

Ingrid Papau

- Liberty Impact Community Trust

- #WeLoveTuvalu Community Trust

- Neighbourhood Support

- Liberty Church

- Rutherford Primary Board of Trustees

Board Member

Member

Street Contact

Member

Member appointments

Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council:

External organisation	Leads	Alternate
Central Park Henderson Business Association	Brenda Brady and Brooke Loader
Heart of Te Atatu South	Brenda Brady and Brooke Loader
Massey Matters	Will Flavell and Peter Chan
Ranui Advisory Group	Vanessa Neeson (Chair) and Ingrid Papau
Te Atatu Peninsula Business Association	Peter Chan and Ingrid Papau
Waitakere Ethnic Board	Ingrid Papau and Peter Chan
Waitakere Healthlink	Peter Chan	Chris Carter
Te Whau Pathway Trust	Matt Grey and Brenda Brady

4 Confirmation of Minutes

That the Henderson-Massey Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 12 April 2022 and the extraordinary minutes of its meeting, held on Tuesday, 10 May 2022, as true and correct.

5 Leave of Absence

At the close of the agenda no requests for leave of absence had been received.

6 Acknowledgements

At the close of the agenda no requests for acknowledgements had been received.

7 Petitions

At the close of the agenda no requests to present petitions had been received.

8 Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Henderson-Massey Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation: Tanija Luke - Auckland Council facilities hire fee structure

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Tanija Luke.

Whakarāpopototanga matua

Executive summary

2. Tanija Luke, on behalf of Te Atatu Peninsula Yoga/Pilates, will be attending to discuss the fee structure for hiring Auckland Council facilities.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) receive the presentation on the fee structure for hiring Auckland Council facilities and thank Tanija Luke, on behalf of Te Atatu Peninsula Yoga/Pilates, for her attendance.

8.2 Deputation: Te Atatu Bowling Club and Te Atatu Marae Committee - Māra kai proposal

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Te Atatu Bowling Club.

Whakarāpopototanga matua

Executive summary

2. Marion Hakaraia, on behalf of Te Atatu Bowling Club, Dave Tanenui and Hone Pene from the Te Atatu Marae Committee will be attending to discuss the land next to the Te Atatu Bowling club. The land concerned has been vacant for the last four years and would like to propose a māra kai for this community.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) receive the presentation on a proposed māra kai and thank Marion Hakaraia, on behalf of Te Atatu Bowling Club, Dave Tanenui and Hone Pene from the Te Atatu Marae Committee, for their attendance.

8.3 Deputation: Leataata Preschool - renewal of lease for community hall

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Leataata Preschool.

Whakarāpopototanga matua

Executive summary

2. Taha Fasi, Chairman, Toeolesulusulu Laine Tipi, Co-Director, and Rachel Enosa, Interim Board Member will be attending to discuss a request for the renewal of a long-term lease for the Auckland Council community hall located at 91 to 93 Moire Road, Massey East.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) receive the presentation on renewal of hall lease at 91-93 Moire Rd, Massey East and thank Taha Fasi, Chairman, Toeolesulusulu Laine Tipi, Co-Director, and Rachel Enosa, Interim Board Member, for their attendance.

9 Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from members.

At the close of the agenda no requests for public forum had been received.

10 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to the public,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the local authority; and

(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

Henderson-Massey Local Board

17 May 2022

Endorsing Business Improvement District (BID) target rate grants for 2022/2023

File No.: CP2022/00482

Te take mō te pūrongo

Purpose of the report

1. To request the local board to recommend that the Governing Body sets the targeted rates for the Central Park Henderson and Te Atatu Peninsula Business Improvement District (BID) programmes for the 2022/2023 financial year.

Whakarāpopototanga matua

Executive summary

Te take mō te pūrongo

Purpose of the report

2. To request the local board to recommend that the Governing Body sets the targeted rates for the Central Park Henderson Business Association and Te Atatu Peninsula Business Association Business Improvement District (BID) programmes for the 2022/2023 financial year.

Whakarāpopototanga matua

Executive summary

3. Business Improvement Districts (BIDs) are areas within Tāmaki Makaurau, where local business and property owners have agreed to work together to improve their business environment, encourage resilience and attract new businesses and customers.

4. Auckland Council supports business associations operating BID programmes, including Central Park Henderson Business Association (CPHBA) and Te Atatu Peninsula Business Association (TAPBA) by collecting a targeted rate from business rated properties within a defined geographic area. The funds from the targeted rates collected are then provided by way of a BID targeted rate grant to the relevant business association.

5. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BID programmes. One of these is to annually recommend BID targeted rate grants to the Governing Body.

6. Each business association operating a BID programme sets the BID targeted rate grant amount at its Annual General Meeting (AGM) when members vote to approve an operational budget for the following financial year, see Attachment A. This budget funds the implementation of a business plan that delivers programmes based on each BID’s strategic priorities.

7. CPHBA members approved a BID targeted rate grant of $400,000 for 2022/2023. This figure is unchanged from the current financial year.

8. TAPBA members approved a BID targeted rate grant of $102,000 for 2022/2023. This figure is unchanged from the current financial year.

9. The business associations operating BID programmes are incorporated societies that are independent of the council. However, to sustain public trust and confidence in the council, there needs to be a balance between the independence of the business association and the accountability for monies collected by a public sector organisation.

10. For the council to be confident that the targeted rate grant funds provided to the BID-operating business associations are being used appropriately, the council requires the BIDs to comply with the Business Improvement District (BID) Policy (2016) (Kaupapa Here ā-Rohe Whakapiki Pakihi), known as the BID Policy.

11. The council staff regularly monitor compliance with the BID Policy and this report is part of an active risk management programme to minimise inappropriate use of funds.

12. Staff are satisfied the CPHBA and TAPBA sufficiently comply with the BID Policy.

13. After the Annual Budget is approved, the council collects the BID targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2022. This enables CPHBA and TAPBA to implement programmes that contribute to Outcome 1 – Henderson-Massey is a great place to live, work and play. Thereby supporting the aspirations of the Henderson-Massey Local Board Plan 2020.

14. Henderson-Massey’s BID programmes, managed by the two BID-operating business associations, will continue to play an important role in supporting its members facing two global challenges. A BID programme can support local businesses to mitigate some of the economic flow-on effects from the COVID 19 pandemic through business resilience and recovery initiatives. A BID programme can also facilitate opportunities that address the climate change emergency, with a focus on sustainability.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) recommends to the Governing Body the setting of the targeted rates for inclusion in the Annual Budget 2022/2023 for the following Business Improvement District (BID) programmes:

i) $400,000 for Central Park Henderson Business Association

ii) $102,000 for Te Atatu Peninsula Business Association.

Horopaki

Context

BID programmes promote economic well-being and collaboration with the council

15. The Auckland Council Growth Model 2021-2051 reports Tāmaki Makaurau is projected to include approximately 660,000 more people in the next 30 years. This level of population growth presents challenges and opportunities for Auckland town centres and commercial precincts.

16. Business Improvement Districts (BIDs) are rohe within Auckland where local business and property owners have agreed to work together, with support from the council, to improve their business environment, encourage resilience and attract new businesses and customers.

17. The BID programme does not replicate services provided by the council but channels the capabilities and knowledge of the private sector to improve economic outcomes and achieve common goals.

18. BID programmes provide the opportunity for the council group to work with business associations to seize on the opportunities from Auckland’s growth.

19. BID programmes encourage collaboration to achieve greater local outcomes. They provide a mechanism to enable local boards to engage with the business sector in local town centres and business areas in a co-ordinated way.

BID programmes provide essential support in building business resilience and aiding economic recovery

20. The economy continues to be impacted by the flow-on effects from the COVID-19 pandemic, affecting both retail-based town centres and commercial precincts.

21. BID-operating business associations provide the local business leadership required to help their members to mitigate some of the economic effects of the pandemic through business resilience and recovery initiatives.

BID programmes are funded by a targeted rate on business ratepayers within a set area

22. BID programmes are funded by a targeted rate applied to all business rated properties within a designated area around a town centre or business precinct.

23. Auckland Council supports business associations operating BID programmes by collecting the targeted rates and providing these funds, in their entirety, by way of a BID targeted rate grant to the relevant business association.

24. This revenue is paid to the business associations every quarter to provide a regular and sustainable income stream to implement an agreed work programme.

The BID Policy is the mechanism to ensure accountability for BID targeted rate grants

25. Auckland Council’s Business Improvement District (BID) Policy (2016) (Kaupapa Here ā-Rohe Whakapiki Pakihi) ensures accountability for BID targeted rate grant funding and encourages good governance and programme management.

26. The policy outlines the principles behind the council’s BID programme; creates the process for establishing, expanding, amalgamating and disestablishing a BID programme; determines rating mechanisms; prescribes operating standards and guidelines; and sets accountability requirements.

Diagram A: From calculation to approval, how the BID targeted rate is set.

Diagram

Description automatically generated

The business association sets the BID targeted rate grant amount to deliver its work programme

27. BID-operating business associations are provided with a rate modelling spreadsheet to help with their budget decision-making. The spreadsheet models any proposed changes to their current BID targeted rate grant amount and, most importantly, how that influences the BID targeted rate for everyone who will pay it. When weighing up a change to the BID targeted rate grant amount, business associations must consider what the local business and property owners can afford.

28. Each BID-operating business association prepares an annual business plan for the following financial year that will deliver programmes based on their strategic priorities and financial parameters.

29. The cost of implementing that business plan is set out in an annual budget that the BID’s board (governing committee) agrees will be recommended for approval by the business association membership.

30. The AGM provides the forum where members vote to approve the operational budget and, in doing so, set the requisite BID targeted rate grant amount for the following financial year.

Local boards are responsible for recommending the targeted rate grant if a BID complies with the BID Policy

31. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BID programmes. One of these is to annually recommend BID targeted rate grants to the Governing Body. The local board should recommend the setting of the targeted rate if it is satisfied that the BID is substantially complying with the BID Policy.

32. The Henderson-Massey Local Board approved similar recommendations for the rohe’s two BID programmes last year (resolution number HM/2021/67), as did 17 other local boards that have BID programmes operating in their rohe.

The Governing Body sets the targeted rates when it approves the Annual Budget

33. The recommendations in this report are put into effect with the Governing Body’s approval of the Annual Budget 2022/2023 and its striking (setting) of the targeted rates.

34. In accordance with the provisions of the Local Government Act 2002 and the Local Government (Rating) Act 2002, the Governing Body is authorised to make the final decisions on what BID programme targeted rates, if any, to set in any particular year or property (in terms of the amount and the geographic area to be rated).

Tātaritanga me ngā tohutohu

Analysis and advice

35. BID programmes are operated by independent business associations, and their programmes and services are provided according to their members’ stated priorities. In recognition of their independent status, the BID Policy does not prescribe standards for programme effectiveness. That is a matter for the business association members to determine. Staff, therefore, cannot base recommendations on these factors, but only on the policy’s express requirements.

Central Park Henderson and Te Atatu Peninsula comply with the BID Policy

36. Staff are satisfied the CPHBA and TAPBA have sufficiently met the requirements of the BID Policy.

37. Staff require BID-operating business associations to provide to the council the following documents, and stay in touch with their local board(s) at least once a year:

· Current strategic plan – evidence of achievable medium- to long-term opportunities.

· Audited accounts – assurance that the BID-operating business association is managing its members’ BID targeted rate grant funds responsibly.

· Annual report on the year just completed – evidence that programmes are addressing priority issues that benefit BID targeted ratepayers.

· Business plan for the coming year – one-year programme with key performance indicators, based on the strategic plan, to be resourced and achieved.

· Indicative budget for the following year – Auckland Council’s Annual Budget requires targeted rates to be identified a year in advance to inform the budgeting process which sets all rates.

· Board Charter – establishes guidelines for effective board governance and positive relationships between the association and its members.

· Annual Accountability Agreement – certification that these requirements have been met.

· Programme Agreement – a good faith agreement between each BID-operating business association and the council that sets basic parameters of the council-business association relationship.

· AGM minutes - provisional minutes of each business association’s 2021 AGM meetings which contain the resolution, voted on by members, confirming the BID targeted rate grant amount for the 2022/2023 financial year.

38. In addition, BID-operating business associations must inform the council of progress with other compliance requirements, including:

· Incorporated Society registration of the business association and all required documents up to date and filed.

· Resolving problems or issues, if any, that have an impact on the governance or operation of the BID programme.

39. The BID Policy sets an annual compliance deadline of 10 March for the information to be forwarded to the council, as summarized in the table below:

Table 1: Business associations’ compliance with the BID Policy as of 10 March 2022

Requirement Financial Year 2020/2021
Strategic Plan	2021 - 2023	2020 - 2023
Audited financials
Annual Report
Business Plan
Indicative budget
Board Charter
Annual Accountability Agreement
Annual meeting w/ local board	1 March 2022	1 March 2022
Programme Agreement	valid to November 2022	valid to December 2023
Incorporated society registration
2020 AGM minutes (provisional)
Resolving problems or issues	Nothing to record	Nothing to record

40. As the CPHBA and TAPBA have sufficiently complied with the BID Policy, staff advise the local board to recommend to the Governing Body the striking (setting) of the targeted rates.

Both the Central Park Henderson and Te Atatu Peninsula business associations retained their BID targeted rate grant amounts for 2022/2023.

41. As shown in Table 2 below:

· Central Park Henderson has maintained its BID targeted rate grant at $400,000 for the next financial year. Records show this business association has not increased the sum since 2020.

· Te Atatu Peninsula has maintained its BID targeted rate grant at $102,000 for the next financial year. Records show this business association has not increased the sum since 2020.

A regional perspective

42. Across Tāmaki Makaurau’s 50 BID-operating business associations, 26 increased their targeted rates between 1.6 per cent to 10 per cent - for 2022/2023, while 24 maintained the fiscal status quo.

Table 2: BID targeted rates comparison: 2022/2023 c.f. 2021/2022

BID

2022/2023

2021/2022

Increase / %

$400,000

$400,000

Nil

$102,000

$102,000

Nil

Tauākī whakaaweawe āhuarangi

Climate impact statement

43. Through targeted rate-funded advocacy and activities, BID-operating business associations promote and often facilitate environmental sustainability programmes.

44. From running carbon-reducing ‘shop local’ campaigns to transitioning to energy-efficient lighting and championing waste reduction and recovery programmes, there are many examples of BIDs leading the local sector’s responses to the climate change emergency.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

45. Advocacy is a key service provided by business associations and those with BID programme-funded personnel are at an advantage. The BIDs ensure the views and ambitions of their members are communicated to elected representatives and staff across the council family, including CCOs, on those plans, policies, projects and programmes which impact them.

46. The BID-operating business associations work with Auckland Unlimited (AU) on economic development initiatives, events and sustainability programmes.

47. The BID-operating business associations also work constructively with both Eke Panuku and Auckland Transport on often controversial proposals and projects.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

48. The local board’s views are most frequently expressed by its appointed representative on the board of each BID-operating business association. This liaison board member (or alternate) can attend BID board meetings to ensure there is a direct link between the council and the operation of the BID programme.

49. Central Park Henderson and Te Atatu Peninsula BIDs value their strong and enduring governance-to-governance relationship with the Henderson-Massey Local Board. The contributions by the local board’s ‘BID representatives’, past and present, have promoted mutual understanding, collaboration and aligned economic outcomes.

Visions, plans aligned

50. Henderson-Massey’s BIDs and local board share an interest in the rohe and are ambitious for its future and its people. They also share goals that include economic prosperity, community identity, placemaking and pride.

51. The BID programmes tangibly support the aspirations of the Henderson-Massey Local Board Plan 2020, best expressed in Outcome 1 – Henderson-Massey is a great place to live, work and play.

Local rohe, local benefit, local funding

52. Recommending that the Governing Body strikes the BID targeted rate grants for CPHBA and TAPBA means that these BID programmes will continue to be funded from BID targeted rates on business properties in their rohe. They will provide services in accordance with their members’ priorities as stated in their strategic plans.

53. Henderson-Massey Local Board is among several local boards which provides additional funding to local business associations, however accountability for any grants is set by funding agreements between the local board and the business association. Those contractual obligations are separate from the requirements of the BID Policy and are not covered in this report.

Tauākī whakaaweawe Māori

Māori impact statement

54. Māori make up more than 17.2 per cent of the population living in the Henderson-Massey Local Board area, compared to 11.5 per cent of Auckland (SOURCE: 2018 CENSUS). Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their rohe.

Ngā ritenga ā-pūtea

Financial implications

55. There are no financial implications for the local board. Targeted rates for BID-operating business associations are raised directly from business ratepayers in the district and used by the business association for improvements within that rohe. The council’s financial role is to collect the BID targeted rates and pass them directly to the association every quarter.

56. The BID targeted rate is payable by the owners of the business rated properties within the geographic area of the individual BID programmes. In practice, this cost is often passed on to the business owners who occupy these properties.

57. If the Governing Body agrees with the BID targeted rate grants proposed by the local boards, the cost of grants will be met from the existing operational budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58. There are no direct financial risks to the local board or the council that could result from this recommendation to endorse the BID targeted rate grants for the three business associations.

59. To sustain public trust and confidence in the council, there needs to be a balance between the independence of the BID-operating business association and the accountability for monies collected by a public sector organisation.

60. The rules and obligations of the BID Policy are intended to help minimise the potential for business associations to misuse funds by requiring each BID to plan for their intended use, report on its activities to its members and to have its accounts audited.

61. The council staff regularly monitor compliance with the BID Policy and this report is part of an active risk management programme to minimise inappropriate use of funds.

62. Economic disruption created by the extended flow-on effects of the COVID-19 pandemic will continue to be felt in Auckland’s town centres and business precincts. The BID programme is an internationally proven approach to engage and empower local businesses. The BID programmes in this local board area can, through business resilience and recovery initiatives, help to mitigate some of the economic effects of the pandemic.

Ngā koringa ā-muri

Next steps

63. If the board supports this report, it will recommend to the Governing Body that the BID targeted rate grants be set as part of the Annual Budget 2022/2023.

64. After the Annual Budget is approved, the council collects the targeted rate grant funds and distributes them in quarterly BID grant payments, effective from 1 July 2022, to CPHBA and TAPBA to implement programmes that improve the local business environment, support businesses to recover from the COVID-19 pandemic and help address the climate change emergency through sustainability initiatives.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 May 2022

Te Pae o Kura / Kelston Community Centre - concept design approval

File No.: CP2022/04255

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the concept design for the comprehensive building renewal of Te Pae o Kura / Kelston Community Centre at 126 Awaroa Road, Sunnyvale and to progress the project to detailed design and construction.

Whakarāpopototanga matua

Executive summary

2. During 2017 and 2018 staff determined that Te Pae o Kura / Kelston Community Centre that the exterior of the buildings was coming to the end of its serviceable life. Water ingress was occurring and although temporary remedial work has been undertaken to enable continue use of the building, significant renewal work would be required in the future.

3. Three options were discussed with the Henderson-Massey Local Board at a workshop in June 2019. The local board indicated support for an option to fully refurbish of the exterior and interior of the existing building to modern standards.

4. Staff undertook a Facility Needs Assessment in early 2019, consulting with facility users and staff who manage the ‘Venue for Hire’ facility. Key findings from the assessment are:

· the facility is fit for purpose in terms of room size and layout, kitchen and bathroom facilities and generally meets expectations

· the building is visible and accessible to most users

· carparking availability is good

· the facility is generally run-down

· storage is inadequate

· issues with roof leaks

· poor acoustics within the rooms and noise between the rooms, and

· heating and cooling issues.

5. A concept design has been developed, incorporating the feedback from the Facility Needs Assessment and in consultation with the wider Council staff network and iwi.

6. The local board has allocated $6,597,776 of ABS: Capex – Local Renewal funding towards the renewal and refurbishment of the roof, building exterior and interior. The latest funding approval was a part of the 2021/2022 Customer and Community Services Work Programme (15 June 2021, resolution number HM/2021/94).

7. The project will deliver on Local Board Plan Outcome 1: Henderson-Massey is a great place to live, work and play.

8. The concept design (Attachment A) was presented to the local board at a workshop on 5 April 2022. Board members were supportive of the design principles used to develop the concept design and support exterior renewal work to ensure long term weather tightness of the building.

9. Staff now seek approval for the final concept design (Attachment A).

10. Risks have been identified and mitigation actions are planned, should issues arise. Financial risk has been accounted for in the project contingency of 20 per cent, however the cost of construction is rising. If additional funding is required to undertake all work staff will discuss the matter with the local board and seek approval for additional funding where necessary or reduce the scope of work if practical.

11. Following the approval of the proposed concept design, the consent process will begin in parallel with the completion of the detailed design. Physical works to undertake construction of the proposed design is expected to commence in September 2022.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the concept design for the comprehensive building renewal of Te Pae o Kura / Kelston Community Centre as per Attachment A of the agenda report and request staff to progress the project to detailed design and construction.

Horopaki

Context

12. Te Pae o Kura / Kelston Community Centre (Te Pae o Kura) is located at Awaroa Park, 126 Awaroa Road, Sunnyvale. The building is situated on a ridge line with views across Glendene to the Whau River and Waitematā Harbour to the north-east and Waikumete Cemetery to the south. A carpark with amenity lighting is provided for users of the facility.

13. As a part of the Henderson-Massey Local Board 2017/2018 Community Facilities Work Programme, the local board approved a project to investigate requirements for the refurbishment of the building with $82,500 of ABS: Capex – Local Renewal funding. The project determined that an invasive building assessment was required to understand issues with the building and that extensive interior refurbishment was required.

Condition of the building

14. The building was constructed approximately 45 years ago and is now past its serviceable life. Maintenance has been carried out for many years to manage leaks and water ingress and in 2018 invasive testing and a thorough condition assessment were undertaken. Building standards at the time of its construction are now out of date and the following key issues were found to be contributing to moisture ingress and deterioration of the building’s exterior:

· poor detailing in the roof and wall junctions

· poorly detailed and installed joinery units

· corrosion and deterioration of metal flashings at building junctions and

· a lack of adequate drainage including poorly detailed and installed internal and external gutters.

15. The building has multiple roofs, four of which are made of asbestos containing material and are in a deteriorating condition.

16. The basement of the building had been occupied by a ‘Men’s Shed’ group for many years, and for storage. The group had ceased to occupy the basement at the time of the commencement of the project in 2018. The ceiling of the basement is lower than is compliant to today’s standard and ventilation is inadequate. Staff have determined that the basement to be unsuitable for use other than storage.

17. Staff have made a thorough assessment of the issues and have undertaken remedial work to ensure that use of the facility can continue until a more comprehensive building upgrade is undertaken.

18. The interior of the building has been maintained but not updated or refurbished for many years. Walls, ceilings, and flooring require refurbishing and updating. Carpets and window dressings are in poor condition and the kitchen is not fit for purpose for the larger groups who hire the venue and is difficult to maintain.

19. The general layout and room sizes are suitable for use, but exterior decking is inadequate and does not capitalise on the views across Waitematā Harbour.

Use of the facility and the Facility Needs Assessment findings

20. The facility is run as a ‘venue for hire’ rather than a community centre. The facility is relatively busy with long-term booking clients for varied use and bookings for one-off events.

21. During 2019, staff undertook a Facility Needs Assessment to determine key attitudes and issues regarding use of the facility, to help inform a project to refurbish the building. The findings determined the following:

· the facility is fit for purpose in terms of room size and layout, kitchen and bathroom facilities and generally meets expectations

· the building is visible and accessible to most users

· carparking availability is good

· the facility is generally run-down

· storage is inadequate

· issues with roof leaks

· poor acoustics within the rooms and noise between the rooms and

· heating and cooling issues.

Tātaritanga me ngā tohutohu

Analysis and advice

22. Staff considered the importance of the facility, location and supporting infrastructure and determined that Te Pae o Kura is an important community facility with greater potential if it was modernised.

23. Following the completion of the thorough condition assessment of the building, staff presented three options for the renewal of the building to the Henderson-Massey Local Board, in June 2019. The options did not include continued use of the basement of the building to activity other than for storage. The options are outlined in table 1 below.

Options assessment

A summary of all options is outlined in Table 1 below.

Table 1: Options assessment for the development of Te Pae of Kura

Options	Criteria			Comments
Options	Local board outcome alignment	Risk	Implementation	CAPEX (preliminary estimate only)
Option 1 – Refurbishment of the existing building	Outcome 1: Henderson-Massey is a great place to live, work and play Neighbourhoods and town centres reflect local pride, prosperity and heritage, and community places and spaces are a valuable resource for supporting healthy active communities	Low-Medium	This option will require the full replacement of the joinery units, full replacement of damaged timber framing and full replacement of exterior cladding, full roof replacement, full replacement of gutters and downpipes. Interior refurbishment including and upgrade of the main kitchen and an extension of the exterior decking.	Medium	This option is recommended because the facility is well used, the building layout is suitable for use and well designed. The building is situated well on the park, taking advantage of the views across Waitematā Harbour. The facility is easy to find, being close to a main road.
Option 2 - like for like renewal (to today’s standard)	As above.	Low-Medium	Demolition existing building and reconstruct a building of a comparable size, on the same site	High	This option is not recommended because the facility is generally well designed and a comprehensive renewal will utilise the existing fabric of the building, therefore reduce waste. This option will potentially cost more.
Option 3 - Upgrade / enhancement	As above.	Low-Medium	This option will require the full replacement of the joinery units, full replacement of damaged timber framing and full replacement of exterior cladding, full roof replacement, full replacement of gutters and downpipes. Interior refurbishment including kitchen upgrade and an extension of the exterior decking. Re-purpose the main or central floor area for wider use.	Medium-High	This option is not recommended because the facility provides adequate room for existing and future use and therefore the re-purposing of the main or central floor area is not recommended at this time.

24. Option one was supported by local board members at the June 2019 workshop.

Concept design development

25. A concept design based on option one was developed and included key aspects highlighted by users in the Facility Needs Assessment.

26. The concept design (Attachment A) includes details of a refurbished interior and changes to the building exterior and surrounds to improve connectivity for users and to the park environment. The building interior improvements include design inspiration from the agricultural and viticultural heritage of the area using coloured carpet tiles to symbolise fruit scattered on the ground. The concept design includes new flooring, window treatments, acoustic panel treatment within the four activity rooms, new door openings onto improved decking, renewed kitchen spaces and storage areas, along with enhanced spatial lighting and heating/cooling systems.

27. It is recommended that the local board approve the design option as attached to agenda report (attachment A), to enable the project to continue to detailed design, procurement and construction.

28. As a part of the Henderson-Massey Local Board 2021/2022 Customer and Community Services Work Programme, the local board approved a project to undertake a comprehensive renewal at Te Pae o Kura with $6,597,776 of ABS: Capex – Local Renewal funding. The project will ensure that the building is weather tight, it is easier to maintain, and the building interior has a modern, tidy feel which is pleasing to hirers and users. The project will extend the life of the building.

Tauākī whakaaweawe āhuarangi

Climate impact statement

29. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

· to prepare the region for the adverse impacts of climate change.

30. It is anticipated that there will be an increase in carbon emission from construction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as far as possible when delivering the project. Maximising the upcycling and recycling of existing material, aligned with the waste management hierarchy (prevention, reduction, recycle), will also be prioritised to ensure minimum impact.

31. The renewal/upgrade will minimise maintenance and energy. The refurbishment will ensure a suitably insulated building and an energy efficient heating and cooling system.

Mitigation of greenhouse gas emissions will be achieved through sourcing of low-carbon material options (including sourcing materials locally) and the use of products with environmental declarations for embodied carbon reductions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. Council staff from within the Customer and Community Services (Connected Communities and Community Facilities Operations) have been involved in the development of the concept plan and were key in providing information pertaining to existing issues with the building and the current and future use of the facility. They are supportive of the comprehensive renewal and modernisation of the facility as it will improve the quality of it and reduce the cost of maintenance.

33. The project will deliver significant improvements to Te Pae o Kura and potentially the needs of community in the surrounding the area.

34. Collaboration with staff will be ongoing to ensure that the programme of physical work is supported and understood. This will ensure users of the facility can be accommodated at other community facilities during the physical works phase of the project.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

35. Te Pae o Kura is located at Awaroa Park, adjacent to Great North Road, which provides easy access. The facility provides a range of activity room options and kitchen facilities and is surrounded by suitable parking. The project will continue to provide bookable space for the community by providing summarise benefit.

36. Three options were initially presented to the local board at a workshop in June 2019, along with assessments of each option including constraints, risks and estimated costs. The local board indicated support for option one – full refurbishment of the exterior and interior of the existing building to modern standards.

37. Staff across the departments, worked together to develop a deliverable concept design. The concept design (Attachment A) was presented to the local board on 5 April 2022. Local Board members were supportive of the concept design and the planned remedial work planned to remedy the building water tightness issues.

38. The project aligns with the following Henderson-Massey Local Board Plan 2020 outcome/s and objectives:

Table 2: 2020 Local Board Plan outcome/s and objective/s

Outcome	Objective
Outcome 1: Henderson-Massey is a great place to live, work and play	Parks, facilities and public spaces are inviting, accessible to all and meet the needs of our diverse communities

Tauākī whakaaweawe Māori

Māori impact statement

39. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2012-2022, the Unitary Plan, Whiria Te Muka Tangata Māori Responsiveness Framework and Local Board Plans.

40. The renewal project discussed in this report will benefit Māori and the wider community through the provision of a quality community facility for use for a wide range of activities.

41. Engagement with mana whenua on this project has been undertaken as part of the consultation process. The project was discussed at the North/West iwi forum in the early stages of the project.

42. Some interest in the project has been received from Te Ākitai Waiohua and Te Kawerau ā Maki, who wished to gain an understanding of the proposed work.

Ngā ritenga ā-pūtea

Financial implications

43. A total budget of $6,597,776 has been approved by the local board for this project, over multiple years (2017/2018 – 2023/2024), in the following financial years, and is outlined below in Table 3.

Table 3: approved funding for Te Pae o Kura/Kelston Community Centre – comprehensive renewal project

Budget source	FY20/21 & prior	FY21/22	FY22/23	FY23/24	Total ($)
ABS: Capex – Local Renewals	$393,123	$0	$2,776,653	$3,428,000	$6,597,776
Total allocated budget					$6,597,776

44. A high-level indicative cost estimate of $7,295,433 for all aspects of the project has been received and delivery of the project is expected to cost more than has been approved. This additional budget requirement is estimated to be $697,657, and staff will seek further funding as a part of the 2023-2025 Customer and Community Services Community Facilities work programme approval process.

45. A contingency of 20 per cent will be included in the final project budget. This is higher than normally allowed for and is applied to take account of Covid-19 related increased labour and shipping costs and increased costs of materials due to supply shortages.

46. The cost of construction is rising, and the current estimated cost of this project may rise. If this occurs staff will discuss the matter with the local board and seek approval for additional funding where necessary or reduce the scope of work if practical.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

47. Resource and Building consents are required, and the preparation and processing of these consents may have an impact on the time frame for construction.

48. Table 4 below, outlines risk and mitigations which have been considered.

Table 4: Risks and mitigations for the comprehensive renewal of Te Pae of Kura

Risks identified	Mitigation
Pandemic threat
Lockdown and alert level changes affect project delivery	Prepare documentation and move with efficiency. Project can be delivered within the current Government Alert Framework.
Cost increase	The cost of construction continues to increase due to limited availability of materials. Tender evaluation process will carefully consider companies’ ability to demonstrate they have the material supply and capacity to undertake this work within the specified timeframes.
Timeframe
Resource consent	Preparation and processing of the consent may have an impact on the time frame for construction. Staff will endeavour to meet the deadlines.
Building consent	Preparation and processing of the consent may have an impact on the time frame for construction. Staff will endeavour to meet the deadlines.
Health & Safety
Public are exposed to unsafe conditions during construction phase	The facility will be closed for the duration of the physical works and user groups accommodated at other community facilities. Access will be restricted to the construction site and regularly monitored.
Budget
Budget is not adequate	Should additional funding be required to deliver the agreed design following completion of the procurement process, staff will discuss options with the local board
Construction
Poor weather during construction may hold up delivery	Construction methodology and programme to allow for wet weather.
Damage to existing paths due to construction works	If damage were to occur, this would have to be remedied at a cost to the project and all reinstatement to the site will be the responsibility of the nominated contractor. The nominated contractor is also responsible for site maintenance for a 12-month period post practical completion.
Contamination
Possible risk from contamination	Asbestos removal will be undertaken by specialised contractor under carefully monitored conditions. Material will be removed from site to an authorised landfill site.

Ngā koringa ā-muri

Next steps

49. Table 5 below summarises the anticipated next steps and estimated delivery timeframes for the project. The estimated timeframes assume successful and timely completion of each identified project step. Unforeseen delays in the procurement of a design and / or build partner or the Resource/Building consent process have the potential to delay completion of the project beyond the identified timeframe.

Table 5: Project phasing and timelines

Project phase	Planned completion timeframe
Resource consent application	February 2022
Detailed design Once the concept design option is approved by the local board, the development of the detailed design can be progressed.	March 2022
Building consent application	March 2022
Procure physical works contractor/build partner The tender will be submitted to a selected list of approved and reputable contractors with the experience and expertise for the proposed work as per the procurement guidelines.	June 2022
Physical works Accurate commencement and duration of the physical works is not known at this time and will be confirmed at a later stage but is envisaged between the dates specified.	September 2022 – November 2023

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Te Pae o Kura / Kelston Community Centre - comprehensive renewal concept design	29

Ngā kaihaina

Signatories

Authors

Helen Biffin - Work Programme Lead

Authorisers

Taryn Crewe - General Manager Community Facilities

Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 May 2022

Lease for additional premises to Henderson Croquet Club Incorporated, Cranwell Park, 20 Alderman Drive, Henderson

File No.: CP2022/05562

Te take mō te pūrongo

Purpose of the report

1. To grant a lease for additional premises to Henderson Croquet Club Incorporated on part of Cranwell Park, 20 Alderman Drive, Henderson.

Whakarāpopototanga matua

Executive summary

2. Henderson Croquet Club Incorporated has an operative community lease with the former Henderson Borough Council for the use of its clubrooms and one croquet lawn. The lease commenced on 1 August 1984 for a term of 21 years to 31 July 2005. There are two renewal terms of 21 years each and the croquet club's lease will finally expire on 31 July 2047.

3. For a number of years, the croquet club has been using an area at Cranwell Park known as the lower lawns on an informal basis. The croquet club approached council with a desire to formalise the occupation of the lower lawns by way of a community lease.

4. The land is described as Part Lot 6 Deposited Plan 1467 and held in fee simple as parkland under the Local Government Act 2002.

5. Under section 138 of the Act, a local authority granting a lease for more than six months must consult on the proposal. Prior to any lease being granted, engagement with mana whenua is also required under section 81 of the Act.

6. This report recommends that Henderson-Massey Local Board grant a lease for additional premises to Henderson Croquet Club Incorporated for a term of over four years from 17 May 2022 to 31 July 2026. The lease term will align with the expiry of the croquet club’s first renewal term from 1 August 2005 to 31 July 2026.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the lease for additional premises to Henderson Croquet Club Incorporated for the council-owned site being approximately 2,870 square metres (more or less) and located on part of Cranwell Park, 20 Alderman Drive, Henderson, (Attachment A), on the following terms and conditions:

i) term: over four years commencing 17 May 2022 to 31 July 2026

ii) rent: $1.00 plus GST per annum if demanded

iii) all other terms and conditions in accordance with the deed of lease to the Henderson Croquet Club signed and dated 20 October 1986.

Horopaki

Context

7. This report considers the recommendation for a lease of additional premises to the croquet club located at 20 Alderman Drive, Henderson.

8. The Henderson-Massey Local Board is the allocated authority relating to local, recreation, sport and community facilities, including community leasing matters.

Tātaritanga me ngā tohutohu

Analysis and advice

The Land

9. The land known as the lower lawns is described as Part Lot 6 Deposited Plan 1467 and held in fee simple as parkland under the Local Government Act 2002.

10. Under section 138 of the Act, a local authority granting a lease for more than six months must consult on the proposal before it sells or disposes of, or agrees to sell or dispose of, the park or part of the park. Dispose of in relation to the park, includes the granting of a lease for more than six months that has the effect of excluding or substantially interfering with the public’s access to the park.

11. The croquet club has had an operative community lease with the former Henderson Borough Council since October 1986 and has been using the lower lawns on an informal basis since 1997. Public notification is not required for this proposal as the croquet club has been occupying the land for over 35 years and the croquet activities do not exclude or substantially interfere with the public access to the park.

Henderson Croquet Club Incorporated

12. The croquet club has 21 members and has been an incorporated society since 17 December 1992 and is affiliated with the Auckland Croquet Association. The objectives of the club are to:

· provide lawns and all the necessary equipment and amenities for the game of croquet

· promote good fellowship and recreation among its members.

13. For many years, the croquet club has utilised and maintained an additional area of land known as the lower lawns on an informal basis. To date, the croquet club has met all maintenance costs and this has been supported by grants from funding bodies outside of council.

14. The croquet club recently applied for funding to meet the considerable costs required to maintain the lower lawns (irrigation repairs, mowing and mowing repairs) and funders have requested evidence of formal tenure.

15. To provide security of tenure to the croquet club, a lease term of over four years has been recommended. The lease term will:

· align with the croquet club’s current renewal term

· provide security of tenure to the croquet club

· allow the club to continue its community activities on the lower lawns

· enable the croquet club to continue to meet the costs of maintaining the lower lawns.

16. In 2021, the croquet club hosted the Auckland Graded Championships and the Auckland Final of the Don Reyland Golf Croquet competition on the lower lawns. Over the next year, the croquet club will be hosting the Auckland Croquet’s Golf Croquet Silver Badge competition and two further open tournaments.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. Council makes key decisions relating to the form and function of the region which can have significant implications for both the climate resilience and greenhouse gas emissions of the region’s infrastructure, businesses and communities.

18. This area is a flood-prone area. Flooding occurs when heavy rainfall overwhelms the capacity of natural or designed drainage systems. Flood-prone areas are low points that may flood and are often associated with places where water can become trapped and pool if an outlet is blocked. These areas are also associated with 1-in-100-year rainfall events. It is not anticipated that flooding will affect these premises, being on the upper floor, but access to the building may be affected for short periods during a flood event.

19. The designated impact level of the recommended decision on greenhouse gas emissions falls within the “no impact” category as the proposal continues an existing activity and does not introduce new sources of emissions.

20. To mitigate the above, the croquet club may need to undertake the following:

· subscribe to emergency alerts and be ready by planning and preparing emergency items

· think about what the club can do to be more resilient to flood effects

· adopt a recycling plan outlining provisions to reduce waste

· look at ways to reduce its carbon footprint.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. In compiling the recommendations contained herein, staff have obtained input from colleagues in Connected Communities, Area Operations, Community Facilities and Parks Sports and Recreation.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

22. The recommendations in this report were workshopped with the local board in August 2021.

23. The recommendation for a lease of additional premises to the croquet club supports the Henderson-Massy Local Board Plan 2020 outcomes:

· Henderson-Massey is a great place to live, work and play (outcome one)

· A thriving, inclusive and engaged community (outcome two).

Tauākī whakaaweawe Māori

Māori impact statement

24. Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. Henderson-Massey Local Board is focused on building strong and meaningful relationships with local Māori to ensure Māori needs, and aspirations are understood.

25. Staff wrote to mana whenua who have a key interest in the site on 2 March 2022. There were no concerns from mana whenua in granting a community lease for additional premises to the croquet club.

Ngā ritenga ā-pūtea

Financial implications

26. Rent will be $1.00 plus GST per annum and the Lead Financial Advisor for the Henderson-Massey Local Board has indicated there are no other financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. If the new community lease for additional premises is not granted it will inhibit the croquet club's ability to extend its services to the local community and apply for funding.

28. The granting of the lease for additional premises will include specific clauses requesting the croquet club vacate the lower lawns if the land is required for another purpose.

Ngā koringa ā-muri

Next steps

29. Subject to Henderson-Massey Local Board granting the lease for additional premises, council staff will work with key representatives of the croquet club to finalise the lease documentation.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site map of Cranwell Park, 20 Alderman Drive, Henderson	45

Ngā kaihaina

Signatories

Authors

Jo Heaven - Senior Community Lease Advisor

Authorisers

Taryn Crewe - General Manager Community Facilities

Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 May 2022

Henderson-Massey Toilet Provision Assessment 2022

File No.: CP2022/05492

Te take mō te pūrongo

Purpose of the report

1. To adopt the Henderson-Massey Toilet Provision Assessment 2022 (Attachment A).

Whakarāpopototanga matua

Executive summary

2. Auckland Council has a role to play in the provision of public toilets within public open space. Toilets enable people to spend longer in open spaces, particularly for families with young children, seniors and those with specific access needs.

3. The Henderson-Massey Toilet Provision Assessment was undertaken to review the current provision of public toilets in the local board area, develop toilet provision principles and identify opportunities to improve the toilet network.

4. Eight locations have been identified for new public toilets, three locations for major alterations and one location for optimisation. These opportunities align to the toilet provision principles.

5. This assessment will support the local board to prioritise investment into toilet provision across its local board area. Opportunities have been prioritised to assist in targeted investment. Identified opportunities are high level and will require further site-specific feasibility.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) adopt the Henderson-Massey Toilet Provision Assessment 2022 (Attachment A)

Horopaki

Context

6. The Henderson-Massey Local Board approved the Customer and Community Services Work Programme 2021/2022 at a business meeting on 15 June 2021 (resolution number HM/2021/94). The programme included an assessment of public toilets in the Henderson-Massey Local Board area.

7. The Henderson-Massey Toilet Provision Assessment 2022 (Attachment A) is an assessment of the current public toilet network, provides provision principles (why to invest) and identifies opportunities (how and where to invest) to improve toilet provision. The document also provides design considerations to ensure alignment to best practice outcomes.

8. The purpose of this assessment is to assist the Henderson-Massey Local Board to understand the current network, make informed decisions and identify priority locations. The key outcome is to guide the investment into new public toilets and upgrades to existing facilities.

9. This project aligns with the Parks and Open Spaces Strategic Action Plan 2013, to support different amenities on parks based on typology, and the Active Recreation Strategic Action Plan 2017, by providing supporting infrastructure to enhance sporting activities.

Tātaritanga me ngā tohutohu

Analysis and advice

10. There are currently 43 toilet facilities provided across the Henderson-Massey Local Board area. The 43 toilet facilities are of mixed type and quality and can be found in local parks, civic spaces/transport hubs, community facilities (libraries, leisure/community centres) and community hubs. The table below the current facility locations:

Location Type	# Toilet Facilities
Local Parks	23
Civic Space / Transport Hub	6
Community Facilities (Libraries, Leisure, Community Centres)	7
Community Hubs	5
Club Only Access	2

11. This assessment focuses on public toilets within open space. Open space public toilets include those found in local parks and civic/transport hubs. Thirty-one public toilets are located within open space, including two with club only access offering limited access around club activities.

12. Public toilets require significant investment for construction and ongoing maintenance. Toilet provision principles have been developed alongside the local board to identify when this investment would provide a significant benefit. Provision principles are outlined below:

· suburb or destination typology open space and/or has features or amenities which encourage users to spend an extended period of time

· the sports park holds at least one full field equivalent

· the park provides a destination or suburb sized playground or play space

· it is situated on a strategic cycle way or significant recreational walkway route as indicated in the Greenways Plan and Auckland Transport Cycle Micro Mobility Network

· neighbourhood centre/civic space which enables community activity

· a public toilet has been included in a previously endorsed plan.

13. The provision principles have been used to assess the current public toilet network and have informed the identification of opportunities to improve public toilet provision.

14. Eight locations have been identified for new public toilets, three locations for major alterations and one location for optimisation. These opportunities align to the toilet provision principles and would improve the public toilet network. The location of these investment opportunities are outlined in Map 1 below. Further advice on these opportunities and their priority is detailed in Attachment A, pages 15-20.

Map 1: Henderson-Massey Toilet Provision Opportunities

Map

Description automatically generated

15. The assessment includes a section on design considerations. Topics such as sustainability, universal design, inclusion of murals, signage, and safety are listed in Attachment A, pages 21-23. These design considerations will assist project managers in the development of high-quality toilet facilities for both new assets and renewal works.

Tauākī whakaaweawe āhuarangi

Climate impact statement

16. The Auckland Design Manual guides the development of sustainable toilet facilities and is referenced in the design considerations section of the toilet provision assessment. Sustainability initiatives include the use of energy efficient design principles, site generated power, sustainable water use and the potential to collect rainwater or incorporate green roofs.

17. The construction of new toilet facilities could increase emissions, but strategic advice of the provision principles and opportunities will guide future investment into toilet provision. This ensures that new toilets are strategically located, to ensure council assets are only located as and where needed, to minimise potential emissions.

18. Carbon emissions can be reduced by incorporating sustainability into the design or renewal of toilet facilities. Sustainable designs can reduce the amount of power and water used, improve maintenance requirements, and use locally sourced materials which will reduce the carbon footprint over its asset life.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. Staff from Community Facilities and the wider Parks, Sports and Recreation department were involved in the development of the toilet provision principles.

20. The Community Facilities department will lead the more detailed investigation phase into opportunities for both new toilets and renewal of existing.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

21. This project aligns to outcome one of the Henderson-Massey Local Board Plan.

Outcome one: Henderson-Massey is a great place to live, work and play.

Objective – Parks, facilities and public spaces are inviting, accessible to all and meet the needs of our diverse communities.

Initiative – Develop parks and new play spaces that are inclusive, accessible to all, and support whānau-focused gatherings and activities.

22. In 2020, the local board funded an accessible parks assessment of 11 local parks. Outcomes identified in the toilet provision assessment will address some aspects of the accessibility assessments by identifying opportunities to improve public toilet facilities. This will ensure that facilities are designed to best practice standards, especially for those with access needs.

23. A workshop was held with the Henderson-Massey Local Board to discuss current toilet provision and draft provision principles on 30 November 2021. A further workshop was held to receive feedback on the draft assessment on 22 March 2022. One of the key discussion points raised at these workshops was the need to emphasise sustainability. This aspect has been captured in the design considerations section of the assessment.

Tauākī whakaaweawe Māori

Māori impact statement

24. Mana whenua will be engaged to provide input into the planning and design stages of future development opportunities.

Ngā ritenga ā-pūtea

Financial implications

25. There are no direct financial implications for adopting the assessment. To initiate the new opportunities identified within the assessment, investment of Capital Locally Driven Initiatives (LDI CAPEX) budget will be required. Individual projects will require investigation and design to determine more accurate feasibility and costings.

26. Opportunities for major renewal work, or investigating further optimization, can be aligned with the Community Facilities toilet renewal programme. This programme will be discussed with the local board, as part of future work programme planning, as well as any additional LDI CAPEX funding requirements.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. There is a risk in adopting the provision assessment when there is no capital funding identified to deliver the recommendations. Like most planning documents, this may raise community expectations of delivery which may need to be managed through appropriate communications.

28. There is also a risk that the investigation and design phase of project delivery may identify issues that require the feasibility of each opportunity to be reassessed.

Ngā koringa ā-muri

Next steps

29. Following the adoption of the Henderson-Massey Toilet Provision Assessment 2022, the assessment will be used to inform the Community Facilities future work programme to progress and investigate the opportunities as funding and programming allows.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Henderson-Massey Toilet Provision Assessment May 2022	53

Ngā kaihaina

Signatories

Authors

Tracey Hodder - Parks & Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 May 2022

Henderson-Massey Local and Multiboard Grants Round Two 2021/2022 grant allocations

File No.: CP2022/04796

Te take mō te pūrongo

Purpose of the report

1. To provide the Henderson-Massey Local Board with information on applications in Henderson-Massey Local Grants and Multi-board Grants Round Two 2021/2022; to enable a decision to fund, part fund or decline each application.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Henderson-Massey Local Grants Round Two 2021/2022 (Attachment B), and Multi-board Grants Round Two 2021/2022 (Attachment C).

3. The Henderson-Massey Local Board adopted the Henderson-Massey Local Board Community Grants Programme 2021/2022 (Attachment A) that sets application guidelines for contestable grants.

4. The local board has set a total community grants budget of $119,048 for the 2021/2022 financial year. The local board has allocated $26,625.00 to Local Grant Round One, $11,300.00 to Multi-Board Round One, $8,923.35 to Quick Response Round One, and $8,136.12 to Quick-Response Round Two. There is $64,063.53 remaining to be spent.

5. Fifteen applications were received for Local Grants Round Two 2021/2022 (Attachment B) requesting a total of $77,495.00 and eighteen multi-board applications (Attachment C), requesting $76,762.33.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) agree to fund, part-fund or decline each application received in Henderson-Massey Local Grants Round Two, listed in Table One:

Table One: Henderson-Massey Local Grants Round Two 2021/2022 grant applications

Application ID	Organisation	Requesting funding for	Amount requested
LG2205-202	E NOHO	Towards five artist fees to run a public programme called 'Bodies of Woven Code' in Corban Estate Art Centre (July 2022 - September 2022)	$5,000.00
LG2205-204	Christina Houghton	Towards venue hire of St Michaels Church Hall and various advertising costs (June 2022 - July 2023)	$995.00
LG2205-206	YMCA North Incorporated	Towards programme and volunteer costs to run Raise Up Henderson-Massey Youth Development Programme in Massey Leisure Centre (June 2022 - May 2023)	$10,000.00
LG2205-207	Auckland Paraplegic and Physically Disabled Association Inc	Towards officer and manager wages and equipment used at the 2022/2023 sports and recreation events (June 2022 - December 2022)	$5,000.00
LG2205-208	Mass Sport Trust	Towards event budget to run Turbo n Vibez at Trust Arena (September 2022)	$5,000.00
LG2205-209	Mass Sport Trust	Towards league costs to run 'Turbo Touch Autumn and Winter League' at Trust Arena (June 2022 - September 2022)	$5,000.00
LG2205-211	Youthline Auckland Charitable Trust	Towards training costs at Youthline from June 2022 to March 2023	$5,000.00
LG2205-212	The Period Place	Towards reusable and disposable period products to be delivered via Impact Partner Programme (June 2022 - May 2023)	$5,000.00
LG2205-214	The Upside Downs Education Trust	Towards one-year subsidised cost of speech and language therapy for four children in Henderson-Massey (June 2022 - May 2023)	$3,500.00
LG2205-216	Dance Therapy NZ	Towards venue hire of Hubwest, equipment, and various admin costs to run 'Dance 4 Us' in Hubwest (July 2022 - December 2022)	$5,000.00
LG2205-217	Massey Pony Club	Towards advertising, props and decor, and entertainment for the 50 Years of Massey Pony Club celebration in Glen Road Massey (October 2022 - November 2022)	$3,000.00
LG2205-218	Graeme Dingle Foundation Auckland	Towards coordinator and manager wages to run Stars Programme in Waitakere College (June 2022 - September 2022)	$5,000.00
LG2205-219	Women's Centre Waitakere City	Towards wheelchair friendly carpet at the Women's Centre Waitakere (June 2022 - August 2022)	$5,000.00
LG2205-220	Whau Coastal Walkway Environmental Trust	Towards cost of monitoring water quality of Whau River (June 2022 - June 2023)	$5,000.00
LG2205-221	Auckland King Tides Initiative under the umbrella of The Institution of Professional Engineers New Zealand Inc	Towards CoastSnap Beach Monitoring at Harbour-view Orangihina Reserve (June 2022 - December 2022)	$10,000.00
Total			$77,495.00

b) agree to fund, part-fund or decline each application received in Henderson-Massey Multi-board Local Grants Round Two, listed in Table Two.

Table Two: Henderson-Massey Multi-board Local Grants Round Two 2021/2022 grant applications

Application ID	Organisation	Requesting funding for	Amount requested
MB2022-202	Re-Creators Charitable Trust	Towards free or subsidised classes of Community Upcycling DIY Workshops in various locations in Auckland (June 2022 - March 2023)	$4,766.00
MB2022-204	The Auckland Association Incorporated	Towards ongoing operating expenses for facilitating softball leagues and tournaments in the Auckland Region from July 2022 to December 2022	$3,000.00
MB2022-205	New Zealand Eid Day Trust Board	Towards the cost of venue hire, sound, video and electrical costs, entertainment games, furniture and fixtures, volunteers, marketing, and ambulance hire for the 2022 NZ Eid day	$5,000.00
MB2022-206	Waitākere Adult Literacy Inc.	Towards rent and tutor wages to carry out literacy and numeracy programmes at Great North Road New Lynn (June 2022 - December 2023)	$5,000.00
MB2022-215	The Reading Revolution	Towards wages of the manager delivering the "Readers Leaders programme"	$3,000.00
MB2022-216	Assistance Dogs NZ Trust	Towards wages of puppy development advisor and client instructor in Auckland (June 2022 - December 2022)	$3,500.00
MB2022-220	Bellyful New Zealand Trust	Towards meal production, volunteer support, and delivery costs in Auckland (June 2022 - December 2023)	$3,000.00
MB2022-225	Outline Aotearoa Incorporated	Towards cost of the peer support service programme`s volunteer training, clinical supervision, advertising, stationery, insurance and information technology service	$2,000.00
MB2022-226	Social Enterprise Auckland/ Impact Hub Auckland	Towards business events with a focus on equity and climate from June 2022 to June 2023	$4,445.00
MB2022-228	Home Dish Limited	Towards verification costs, courses, and marketing of home-cook businesses in Auckland (June 2022 - March 2023)	$4,000.00
MB2022-230	Recreate NZ	Towards volunteer expenses, youth facilitators, and activities to run 'Urban Youth' in Auckland (June 2022 - April 2023)	$2,000.00
MB2022-236	Big Buddy Mentoring Trust	Towards operational costs (such as wages, rent, transport, equipment) to recruit volunteer mentors for young boys with no father in their lives in Auckland (September 2022 - September 2023)	$10,000.00
MB2022-238	Zeal Education Trust - Waitakere	Towards youth worker wages and resources for Zeal Nights in west Auckland (July 2022 - June 2023)	$5,000.00
MB2022-239	The Operating Theatre Trust t/a Tim Bray Theatre Company	Towards Gift a Seat funding for 2,700 children to attend The Whale Rider in their local area for free (September 2022 - December 2022)	$5,718.00
MB2022-245	Sport Waitakere Trust	Towards developing ethnic leaders project in Henderson from September 2022 to August 2023.	$4,333.33
MB2022-248	KidsCan Charitable Trust	Towards items to deliver the KidsCan programme in schools and early childhood centres in Auckland (June 2022 - December 2022)	$5,000.00
MB2022-256	PHAB Association (Auckland) Incorporated	Towards Covid Recovery - Supporting Well Being and Resilience in Sandringham, St Lukes, Mt Roskill, New Lynn, Henderson, Te Atatu, Waitakere, and Royal Oak	$2,000.00
MB2022-260	Glass Ceiling Arts Collective Limited	Towards the wages and professional fees of three teachers, a support person, a creative director, a producer, one film editor and a photographer for two days workshop.	$5,000.00
Total			$76,762.33

Horopaki

Context

6. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.

7. Auckland Council Community Grants Policy supports each local board to adopt a grants programme.

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close

· any additional accountability requirements.

9. The Henderson-Massey Local Board adopted the Henderson-Massey Local Board Community Grants Programme 2021/2022 (Attachment A). The document sets application guidelines for contestable grants.

10. The community grant programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications and community networks.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

13. Based on the main focus of an application, a subject matter expert from the relevant department will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment or heritage.

14. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

15. Local boards are responsible for the decision-making and allocation of local board community grants. The Henderson-Massey Local Board is required to fund, part-fund or decline these grant applications in accordance with its priorities identified in the local board grant programme.

16. The local board is requested to note that section 48 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time”.

17. A summary of each application received through Henderson-Massey Local Grants and Multi-board Round Two 2021/2022 (Attachment B and C) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

18. The local board grants programme aims to respond to Auckland Council’s commitment to improving Maori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Maori. Auckland Council’s Maori Responsiveness Unit has provided input and support towards the development of the community grant processes.

Ngā ritenga ā-pūtea

Financial implications

19. This report presents applications received in Henderson-Massey Local Grants Round Two 2021/2022 (Attachment B), and Multi-board Grants Round Two 2021/2022 (Attachment C).

20. The Henderson-Massey Local Board adopted the Henderson-Massey Local Board Community Grants Programme 2021/2022 (Attachment A) that sets application guidelines for contestable grants.

21. The local board has set a total community grants budget of $119,048 for the 2021/2022 financial year. The local board has allocated $26,625.00 to Local Grant Round One, $11,300.00 to Multi-Board Round One, $8,923.35 to Quick Response Round One, and $8,136.12 to Quick-Response Round Two. There is $64,063.53 remaining to be spent.

22. Fifteen applications were received for Local Grants Round Two 2021/2022 (Attachment B) requesting a total of $77,495.00 and eighteen multi-board applications (Attachment C), requesting $76,762.33.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri

Next steps

24. Following the Henderson-Massey Local Board allocation of funding for the Local Grants Round Two, the grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Henderson-Massey Local Grants Programme 2021/2022	95
b ⇨	Henderson-Massey Local Grants Round Two 2021/2022 Application Summary (Under Separate Cover)
c ⇨	Henderson-Massey Multi-Board Round Two 2021/2022 Application Summary (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Rikka Barbosa - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 May 2022

Henderson-Massey Local Board Grants Programme 2022/2023

File No.: CP2022/04875

Te take mō te pūrongo

Purpose of the report

1. To adopt the Henderson-Massey Grants Programme 2022/2023.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

3. The Community Grants Policy supports each local board to review and adopt their own local grants programme for the next financial year.

4. This report presents the Henderson-Massey Grants Programme 2022/2023 for adoption (Attachment A).

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) adopt the Henderson-Massey Grants Programme 2022/2023.

Horopaki

Context

5. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities, and services that benefit Aucklanders.

6. The Community Grants Policy supports each local board to review and adopt its own local grants programme for the next financial year. The local board grants programme guides community groups and individuals when making applications to the local board.

7. The local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grant priorities

· which grant types will operate, the number of grant rounds, and opening and closing dates

· any additional criteria or exclusions that will apply

· other factors the local board consider to be significant to their decision-making.

8. Once the local board grants programme 2022/2023 has been adopted, the types of grants, grant rounds, criteria, and eligibility with be advertised through an integrated communication and marketing approach which includes utilising the local board channels.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. The new Henderson-Massey Grants Programme has been workshopped with the local board and feedback incorporated into the grants programme for 2022/2023.

Tauākī whakaaweawe āhuarangi

Climate impact statement

10. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Local board grants can contribute to climate action through the support of projects that address food production and food waste; alternative transport methods; community energy efficiency education and behaviour change; build community resilience and support tree planting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

11. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

12. Based on the main focus of an application, a subject matter expert from the relevant council unit will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment, or heritage.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

13. The grants programme has been developed by the local board to set the direction of its grants programme. This programme is reviewed on an annual basis.

Tauākī whakaaweawe Māori

Māori impact statement

14. All grant programmes respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations delivering positive outcomes for Māori. Applicants are asked how their project aims to increase Māori outcomes in the application process.

Ngā ritenga ā-pūtea

Financial implications

15. The allocation of grants to community groups is within the adopted Long-Term Plan 2021 -2031 and local board agreements.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

16. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy. Therefore, there is minimal risk associated with the adoption of the grants programme.

Ngā koringa ā-muri

Next steps

17. An implementation plan is underway, and the local board grants programme will be locally advertised through the local board and council channels, including the council website, local board Facebook page and communication with past recipients of grants.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Henderson-Massey Local Board Grants Programme 2022/2023	101

Ngā kaihaina

Signatories

Authors

Rikka Barbosa - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 May 2022

Community Facilities Network Plan revised Action Plan (2022)

File No.: CP2022/05358

Te take mō te pūrongo

Purpose of the report

1. To present the revised Community Facilities Network Plan Action Plan (2022) including progress and completion of actions since 2015 and prioritisation of actions over the next three years.

Whakarāpopototanga matua

Executive summary

2. The Community Facilities Network Plan (CFNP) is a strategic document outlining how Auckland Council will invest in community facilities. It was approved by Regional Strategy and Policy Committee in August 2015.

3. The accompanying Action Plan prioritises actions and projects that will be undertaken to implement the CFNP. The CFNP contains criteria for identifying and prioritising actions.

4. Every three years the Action Plan is reviewed and updated to recognise progress, revise priorities of existing actions and assess potential new actions. The Action Plan was last updated in 2019.

5. The Action Plan has been revised for 2022 using the methodology outlined in the CFNP. It contains 33 new actions.

6. There are now 155 total actions in the Action Plan including:

· 65 completed actions

· 36 actions underway

· 50 actions to start

· 4 actions on hold.

7. Implementation of priority actions within the revised Action Plan will initially focus on:

· completing 36 actions that are already underway

· starting four new area-based actions located in Investment Priority Areas

· starting two network-wide strategic improvement actions.

8. Feedback from local boards will be part of the report to the Parks, Arts, Community and Events Committee in August 2022 (when considering the adoption of the Action Plan).

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) support the revised Community Facilities Network Plan Action Plan (2022), provided in Attachment A.

Horopaki

Context

What is the Community Facilities Network Plan and Action Plan?

9. The Community Facilities Network Plan and its companion Action Plan were approved in 2015 by the Regional Strategy and Policy Committee (REG/2015/57).

10. The Community Facilities Network Plan (CFNP) guides the council’s investment in the provision of community facilities and services. It provides direction on the development of new facilities, major upgrades of existing facilities, optimisation, and potential divestment of facilities no longer meeting community needs.

11. The CFNP addresses provision for:

· arts and culture facilities

· community centres

· libraries

· pools and leisure facilities

· venues for hire (community or rural halls).

12. The CFNP’s accompanying Action Plan prioritises projects to:

· ensure existing facilities are fit for purpose

· address gaps or duplication in provision and needs for community facilities

· meet future demand arising from population growth and changing users’ expectations.

13. Together the CFNP and its companion Action Plan support council’s goal to focus community service investment on:

· quality over quantity

· addressing service gaps where growth is significant

· improving portfolio performance.

The Action Plan is revised every three years

14. Every three years the Action Plan is reviewed and updated to recognise progress, revise priorities of existing actions and assess potential new actions.

15. The Action Plan was last reviewed in 2018 and adopted by the Environment and Community Committee in April 2019 (ENV/2019/47).

16. Progress on the Action Plan is reported annually to the relevant committees. The last update was provided to the Parks, Arts, Community and Events Committee in November 2021 (PAC/2021/58).

17. A summary of progress on the revised 2022 Action Plan is provided in Attachment B. It shows that 65 actions are completed, 36 actions are underway, 50 actions have not started, and 4 actions are on hold.

Actions are structured by category, theme and progress

18. There are three categories and two themes of actions in the Action Plan (refer Table 1).

Table 1: CFNP Action Plan categories

19. The 2022 Action Plan presents actions in two parts.

· Part A – new actions (identified since the last review) and actions carried over from the previous review which have not been started.

· Part B – actions underway at the time of the review and previously completed actions.

Departments work together to identify business and strategic improvement actions

20. The development of new business and strategic improvements involved Community & Social Policy, Community Facilities, and Regional Service Planning, Investment & Partnerships. These departments worked together to support quality advice and to improve the way we plan and prioritise delivery of community services.

The identification of area-based actions follows a set process

21. The process for the development of area-based actions in Part A of the 2022 Action Plan is set by the CFNP and shown in Figure 1.

Figure 1: Review process for 2022 CFNP Action Plan

22. Potential area-based actions for Part A were identified from a range of sources:

· political resolutions requesting the addition of items to the Action Plan

· work arising from completed actions in the Action Plan 2019

· the 10-year Budget 2021-2031

· local board plan initiatives and work programmes

· input from business intelligence and across the Auckland Council organisation

· actions not started in the Action Plan 2019.

Area-based actions are prioritised through the weighting of network, community, and building criteria

23. Once identified, the master list of area-based actions was assessed based on the prioritisation criteria outlined in section 5.2 of the CFNP (refer Table 2).

Table 2: Prioritisation criteria for area-based actions as defined by the CFNP

24. The tools used to conduct the assessment included population data, geospatial information, asset condition information, and in some instances needs assessments and business cases.

The priorities in the CFNP Action Plan guide the focus of our resources

25. The impact of Covid-19 and the resulting economic slow-down has had a significant impact on the council’s revenue and borrowing capacity. The 10-year Budget (Recovery Budget), adopted 29 June 2021, highlights:

· a tight fiscal environment for the immediate future

· the need to reduce capital expenditure across the council family

· reprioritisation of projects

· the unsustainability of maintaining the current community facility network while meeting the needs of growing and changing communities.

26. The ‘focused investment’ approach for community investment, adopted as part of the 10-year Budget, means we must focus on renewing priority assets, reducing our asset portfolio, expanding provision of tailored/alternative service delivery models and exploring partnership opportunities.

27. The approach for community investment supports the direction of the CFNP and in this constrained environment, priority actions determined by the criteria in the CFNP are guiding the focus of our resources.

Tātaritanga me ngā tohutohu

Analysis and advice

The revised CFNP Action Plan 2022

28. The revised Action Plan 2022 is provided in Attachment A.

29. Table 3 shows the distribution of all actions in the Action Plan 2022 and progress of actions since the Community Facilities Network Plan was adopted in 2015.

Table 3: Summary of the 2022 CFNP Action Plan

30. Attachment B shows the progress status of the revised 2022 Action Plan, as well as the distribution of actions across local boards, service type and priority status.

31. The progress being made on actions demonstrates staff’s commitment to focusing resources on a collectively agreed and mandated programme of work, as well as the commitment to delivering agreed priorities in a constrained environment.

The focus of the CFNP Action Plan work programme 2022/2023

32. The focus of next year’s work will be towards completing priority actions that; are already in progress, are located in Investment Priority Areas (identified in the 10-year Budget) or are strategic improvements with a network-wide reach (refer Table 4).

33. This focus ensures our effort is scalable and our advice about investment in community facilities is more effective. The efficiency created will allow us to concentrate on the priority actions that have not yet been started.

Table 4: Summary of proposed work programme for 2022/2023

Tauākī whakaaweawe āhuarangi

Climate impact statement

34. Consideration of climate impact happens at a project level. There are no direct climate impacts arising from this report on the action plan.

35. Future detailed business cases will include application of the Community Facilities – Sustainable Asset Policy. The regional policy, the first of three phases under the council’s Sustainable Asset Standard (SAS), commits council to:

· achieve carbon neutrality in operations for new asset development

· achieve a minimum 5-Star Green Star rating (or equivalent certification) on the development of all new assets with a budget over $10 million

· incorporate decarbonisation principles into guideline documents for renewals and new asset development of all community assets.

36. The assessment of climate impacts in investigations and business cases will improve by applying learnings from across the organisation in its responsiveness to climate change. Staff will also seek to understand the allowances that need to be made to meet climate impact targets for Action Plan projects related to the development of new facilities, or the improvement of existing facilities.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. During the development of the Action Plan 2022 input has been sought from the following departments:

· Regional Service Planning, Investment and Partnerships

· Local Board Services

· Parks Sports and Recreation

· Financial and Business Performance

· Connected Communities

· Community Facilities

· Community and Social Policy.

38. Delivery of the Action Plan 2022 is resourced by council’s Community & Social Policy and Regional Service Planning, Investment & Partnerships teams subject to capacity. Individual actions are delivered with participation from other departments and, where relevant, Eke Panuku Development Auckland.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

39. Local boards provided feedback on direction and specific content during the development of the Community Facilities Network Plan and Action Plan prior to adoption in 2015.

40. Key initiatives from local board plans (2020) were an input of the review process for the development of the 2022 CFNP Action Plan (refer Figure 1).

41. The CFNP’s prioritisation criteria applies the highest weighting of 15 per cent to local board priority to ensure local board’s views influence the overall assessment of actions.

42. Progressing area-based actions are reflected in relevant local board work programmes. Local boards provide feedback and input throughout the investigations and have decision making responsibilities as per schedule the 10-year Budget 2021-31

43. Decision-making for service provision and location sits with local boards within funding parameters set by the Governing Body.

Tauākī whakaaweawe Māori

Māori impact statement

44. The Community Facilities Network Plan outlines, in Section 2.2, how it will deliver on Māori outcomes. These outcomes include:

· engage with Māori organisations to understand Māori expectations and investigate the community needs of Māori groups, and factor this into decision-making for community facilities

· actively engage and consult to ensure the planning, development, and operations of facilities consider Māori needs and aspirations

· work closely with Māori groups and key stakeholders, including local iwi, to develop appropriate cultural programmes to be delivered through facilities

· investigate Māori demographic participation and usage trends, identifying opportunities to increase the attendance and use of facilities by Māori and developing appropriate business responses

· provide visual representations of commitment to Māori to tell stories of their connections to the place (such as signage) and honouring tikanga

· ensure that, in any exploration of potential future sites for facilities, Māori concerns about wāhi tapu are incorporated.

45. Engagement with Māori is included as part of investigations and continues through the planning and delivery of responses. Examples include:

· interviews and hui with mana whenua

· interviews and hui with mataawaka in local settings to understand community needs

· workshops and focus groups with local marae

· intercept surveys with representative samples of the Māori population base

· kanohi ki te kanohi interviews conducted in Te Reo Māori.

46. Feedback provided from Māori is specific to the nature of the investigation for which the engagement occurred. This feedback is used to inform the delivery of options and responses.

47. Staff will work with other relevant parts of the council to ensure effective engagement with Māori.

Ngā ritenga ā-pūtea

Financial implications

48. There are currently no identified financial implications for the delivery of the Community Facilities Network Plan Action Plan 2022 as work is delivered utilising existing resources.

49. Investment decisions and associated funding implications are reported separately to the relevant decision-maker(s).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

50. There is a risk that development of the Action Plan 2022 may not match local board priorities, as implementation of the Action Plan involves understanding service needs and taking a network view. This risk is mitigated by:

· continuing to socialise and reinforce the strategic objectives of the CFNP to elected members, key staff, and through all deliverables

· clarifying local board plans were reviewed and any potential community service-related content was considered for potential inclusion as an action

· including One Local Initiative projects into the Action Plan 2022.

51. There is financial risk that:

· budget allocated in the 10-year Budget 2021-2031 may be insufficient to deliver some of the action findings

· the need for significant new investment identified from actions will be challenging due to the impact Covid-19 has had on the council’s revenue and borrowing capacity

· some investigations may require changes to the funding identified in the 10-year Budget 2021-2031.

52. This financial risk is mitigated by:

· ensuring investigations include looking at options for funding other than rates or debt

· ensuring findings of investigations that require new investment are supported by indicative business cases

· managing expectations by acknowledging budget constraints

· managing expectations by acknowledging the delegation for decision-making on investment in new facilities is held by the Governing Body and is considered as part of long-term planning (decision-making for service provision and location sits with local boards within parameters set by the Governing Body).

53. There is a timing risk that delivery of actions may take longer because of reduced operational capacity and may not align with elected members and/or local communities’ expectations. This risk is mitigated by driving delivery to meet targeted timeframes for priority actions and managing expectations based on the principles and direction set by the CFNP.

Ngā koringa ā-muri

Next steps

54. Local board resolutions will be included in the report to the Parks, Arts, Community and Events Committee when they consider adoption of the Action Plan in August 2022.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Community Facilities Network Plan 2022 (CFNP)	115
b ⇩	Focus of Community Facilities Action Plan 2022	131

Ngā kaihaina

Signatories

Authors

Tracey Williams - Service and Asset Planning Specialist

Angela Clarke - Head of Service Investment & Programming

Authorisers

Justine Haves - General Manager Regional Services Planning, Investment and Partnership

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 May 2022

Henderson-Massey Local Board Work Programme Reallocations 2021/2022

File No.: CP2022/05169

Te take mō te pūrongo

Purpose of the report

1. To approve reallocation of the remaining funding within the Henderson-Massey Local Board’s 2021/2022 work programme.

Whakarāpopototanga matua

Executive summary

2. The Henderson-Massey Local Board approved its work programme 2021/2022 on 15 June 2021.

3. As projects progress through the delivery process the specific work required and the cost of delivery can change. As a result, variations are sought to the work programme to ensure the local board’s locally driven initiatives operational budget is optimised.

4. The following activities within the work programme are tracking towards an underspend for the 2021/2022 financial year and have budget available for reallocation:

a) ID 1490: Movies in Parks - $12,892

b) ID 1500: Brass at the Falls - $10,000

c) ID 192: Event Partnership Fund - $36,000.

5. At the April 2022 business meeting, Henderson-Massey Local Board resolved to reallocate $40,150 of the underspend budget from the above initiatives (HM/2022/41)

6. It is recommended that the remaining $18,742 of the underspend budget from the above initiatives is reallocated to support the following activities:

a) ID New: Kākano Youth Arts Collective - $10,000

b) ID New: Whau Coastal Walkway Environment Trust - $$8,742.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the reallocation of $18,742 underspend budget 2021/2022 towards the following activities:

i) ID New: Kākano Youth Arts Collective - $10,000

ii) ID New: Whau Coastal Walkway Environment Trust - $$8,742.

Horopaki

Context

7. The Henderson-Massey Local Board has an approved 2021/2022 work programme for the following operating departments:

· Customer and Community Services

· Infrastructure and Environmental Services

· External Partnerships

· Local Economic Development

· Plans and Places

· Auckland Unlimited.

8. The local board receives performance updates on the work programme throughout the year; the last report was presented at the February 2022 business meeting.

9. As projects progress through the delivery process the specific work required and the cost of delivery can change. As a result, variations are sought to the work programme to ensure the local board’s locally driven initiatives operational budget is optimised.

10. Underspent operational expenditure can be reallocated across departments, but must remain as operational expenditure (i.e. it cannot not be used as capital expenditure), and should be reallocated on the basis that delivery can be achieved before the end of the financial year.

11. Any budget reallocated across departments in the current financial year must be spent by 30 June 2022 otherwise it will be treated as savings.

Tātaritanga me ngā tohutohu

Analysis and advice

12. Staff identified three activities within the operational work programme that will deliver an underspend for the 2021/2022 financial year. The total underspend amount to reallocate was $58,892.

13. At the April 2022 business meeting, Henderson-Massey Local Board resolved to reallocate $40,150 of the underspend budget from the above initiatives (HM/2022/41), leaving $18,742 of the underspend budget remaining.

14. The following table provides a breakdown of the underspend against each activity.

Table 1: Work programme underspend for reallocation by the local board

ID	Work Programme Name	Activity Name	Reason for underspend	Underspend amount
1490	Customer and Community Services	Movies in Parks	Due to uncertainty surrounding COVID-19 alert levels this event was cancelled.	$12,892
1500	Customer and Community Services	Brass at the Falls	Due to uncertainty surrounding COVID-19 alert levels this event was cancelled.	$10,000
192	Customer and Community Services	Event Partnership Fund	Funding to support community events through a non- contestable process. The following events were not delivered due to uncertainty surrounding COVID-19 alert levels: · Elvis in the Park · McLaren Park Events · Te Atatu Christmas Parade · Te Atatu Spring Festival · Te Atatu South Community Day	$36,000
			TOTAL	$58,892

Activities to reallocate budget

15. Staff have identified the following activities, which can be delivered by the end of the 2021/2022 financial year, to reallocate budget.

Table 2: Activities to reallocate

ID	Work Programme Name	Activity Name	Activity Description / how budget will be spent	Reallocation amount
N/A	Customer and Community Services	Kākano youth Arts Collective	Allocate $10,000, to support the creation of more works for the new gallery in Henderson, run more community workshops and events and enable the gallery to be open for longer hours. Contribute to a coffee machine providing upskilling to youth and low cost “pay it forward” coffees to the local community.	$10,000
N/A	Customer and Community Services	Whau Coastal Walkway Environment Trust	Allocate $8,742 to support the activities and operations of the Whau Coastal Walkway Environment Trust which promotes the Te Whau Pathway in the West Auckland Community. Activities include community planting events, annual t-shirt and photography competitions and activities to increase community awareness of walking and cycling.	$8,742
			TOTAL	$18,742

Tauākī whakaaweawe āhuarangi

Climate impact statement

16. The proposed work programme reallocation does not impact on the increase of greenhouse gas emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. When developing the work programmes council group impacts and views are presented to local boards. There are no further impacts to be considered with this reallocation of funding.

18. Relevant departments within Auckland Council have been consulted regarding the reallocations and no objections or concerns have been raised by delivery staff.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

19. The reallocation of funding within the local board’s work programme supports strong delivery and optimisation of the local board’s available budget for 2021/2022.

20. The nature of the reallocation aligns with the local board’s work programme and the Henderson-Massey Local Board Plan 2020.

Tauākī whakaaweawe Māori

Māori impact statement

21. Where aspects of the proposed work programme are anticipated to have a significant impact on activities of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

22. Reallocation of funding is regarded as a prudent step for the local board to take in order to optimise its locally driven initiatives (LDI) opex budget for the 2021/2022 financial year.

23. The activities recommended to receive funding align with the Henderson-Massey Local Board Plan 2020.

24. Should the local board choose not to support the reallocation of the funding from the initiatives identified above, the funding would be offered up as budget savings.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. There is a risk that despite the reallocation, some of the budget remains unspent at the end of the financial year. However, delivery staff believe it is feasible to deliver the activities within the timeframes required, and the risk of non-delivery is considered to be low.

26. Covid-19 may interrupt the ability delivery work programme activities. Delivery departments will endeavour to adapt work programme activities for delivery where feasible

Ngā koringa ā-muri

Next steps

27. The funding will be reallocated according to the local board’s resolution, and the relevant department will progress with the delivery of the next steps.

28. The Henderson-Massey Local Board 2021/2022 work programme will be updated to reflect the board’s formal decisions and any variations will be reflected from the quarter 3 performance report onwards.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	Wendy Kjestrup - Senior Local Board Advisor
Authorisers	Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 May 2022

Auckland Council’s Quarterly Performance Report: Henderson-Massey Local Board for quarter three 2021/2022

File No.: CP2022/05301

Te take mō te pūrongo

Purpose of the report

1. To provide the Henderson-Massey Local Board with an integrated quarterly performance report for quarter three, 1 January – 31 March 2022.

Whakarāpopototanga matua

Executive summary

2. This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2021/2022 work programme.

3. Although we have recently moved down alert level restrictions the impacts on the local boards operating performance overall may have longer lasting effects.

4. The financial performance compared to year-to-date budget 2021/2022 is provided as Attachment B to the agenda report. There are some points for the local board to note. Overall, the net operational financial performance of the local board is three and half percent over budget for the nine months ended March 2022. Revenue is below budget for the year to date due to facility restrictions/closures to respond to alert level restrictions, offset by lower operating expenditure. Operating expenditure is eight percent below budget and operating revenue running at fifty four percent below planned budget levels

5. Capital expenditure is approximately sixty four percent below budget for the nine months ended 31 March 2022 (allowing for the reimbursement of prior year costs). Disruption to the capital programme due to associated cost escalations and supply chain risks are recognised to possibly further impact future delivery.

6. The work programme is produced annually and aligns with Henderson-Massey Local Board Plan outcomes.

7. Some highlight activity updates from this quarter are:

· Kakano Youth Arts Collective: New gallery space opened on 31 March 2022 at 326 Great North Road, Henderson.

· Install heritage/cultural interpretative signage/art works: Tui Glen Reserve and the Corbans Wine Shop have been identified for interpretive heritage signage installation.

· Provide natural shade in parks and street berms: Tree species and locations for planting in Autumn 2022 identified.

8. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery. Activities are reported with a status of green (on track), amber (some risk or issues, which are being managed) or grey (cancelled, deferred, or merged). The following activities are reported with a status of red (behind delivery, significant risk):

· West Wave Pool and Leisure Centre operations.

· Proposed lease for The Western District Model Railway Club Incorporated at Te Rangi Hiroa Birdwood Winery (basement).

· Proposed lease for West City Darts Association at Te Rangi Hiroa Birdwood Winery (top floor).

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) receive the performance report for quarter three ending 31 March 2022.

Horopaki

Context

9. The Henderson-Massey Local Board has an approved 2021/2022 work programme for the following:

· Customer and Community Services

· Infrastructure and Environmental Services

· Plans and Places

· Auckland Unlimited.

10. The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

Chart, bar chart

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COVID-19 restrictions

11. From 23 January 2022, Auckland moved back into traffic light red setting under the COVID-19 Protection Framework, which has impacted council and community-delivered event planning and programming.

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

12. The graph below identifies work programme activity by RAG status (red, amber, green and grey) which measures the performance of the activity. It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

Graph 2: Work programme performance by RAG status

Chart, pie chart

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13. The graph below shows the stage of the activities in each departments’ work programmes. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme performance by activity status and department

Chart

Description automatically generated

Key activity updates from quarter three

· Kakano Youth Arts Collective new gallery space opened on 31 March 2022 at 326 Gt. North Rd in Henderson.

· Install heritage/cultural interpretative signage/art works: Tui Glen Reserve and the Corbans Wine Shop have been identified for interpretive heritage signage installation. In December 2021 the local board resolved to design and install a heritage information sign at the original site of the Corbans Wine Shop and to rebuild the wine shop on an agreed alternative site utilising salvaged and suitable new materials, when budget is available.

· Provide natural shade in parks and street berms: Planting suitable specimen trees in parks/reserves and on street berms for shade provision, in alignment with the Urban Ngahere Strategy. Tree species and locations for planting in Autumn 2022 identified.

Activities with significant issues

14. West Wave Pool and Leisure Centre operations: Staffing levels have been severely impacted due to COVID-19 sickness and isolation requirements, which resulted in reduced weekend operating hours. Regular weekend operating hours resumed on 9 April. There has also been a 26 per cent reduction in visits compared to the same period in 2021 and memberships have decreased by 15 per cent. Memberships and visitor numbers are expected to increase as COVID restrictions and case numbers ease.

15. The following two projects relate to the Birdwood Winery Building in Ranui, which requires significant structural investment before ongoing council leases can be granted. Henderson-Massey Local Board has requested further information on options:

· Lease for The Western District Model Railway Club Incorporated at Te Rangi Hiroa Birdwood Winery, basement.

· Lease for West City Darts Association at Te Rangi Hiroa Birdwood Winery, top floor.

Activities on hold

16. The following work programme activities have been identified by operating departments as on hold:

· The rebuild of the Corban Estate Old Wine Shop heritage building, which was removed in early 2021 after being hit by a car for the second time and being deemed unsafe, is on hold. The local board indicated a preference to design and install heritage information signage at the original site of the building (this is underway) and rebuild the wine shop on an agreed alternative site, utilising salvaged and suitable new materials, when funding is available.

· The refurbishment of the exterior of the Mill Cottage heritage building in is on hold with funding approved in financial year 2022/2023, when the project will restart.

· Te Rangi Hiroa/Birdwood Winery building requires refurbishment following investigation. This project is on hold until funding is available in financial year 2022 and 2023. To date, minor refurbishment work has been undertaken on the roof. A larger refurbishment project will be discussed with the local board as a part of the work programme discussions over the next few months, when staff will request additional funding for financial years 2021/2022 and 2022/2023.

Changes to the local board work programme

Deferred activities

17. These activities are deferred from the current work programme into future years:

· Ope Hauauru Building Sustainable Communities: Seeks to generate momentum for resilient, sustainable futures for the communities of Henderson-Massey. A preferred supplier for the Community Coordinator role has been identified, however, staff absences due to COVID-19 has held up the finalisation of the contract. The preferred supplier is engaging with schools in the area including the target schools. The delays encountered mean that this programme will apply for a carry forward.

· Te Atatu South Centre Gateways and Street Improvements Framework Development: Plans and Places have been unable to progress this initiative in 2021/2022 and recommend that it be carried over into the next year for delivery. This is due to the high impact of implementing the government’s National Policy Statement on Urban Development and new housing supply legislation on available resources this year.

Cancelled activities

18. These activities are cancelled:

· Movies in Parks Henderson-Massey: As agreed with the Local Board in February 2022, the delivery of Movies in Park was cancelled due to COVID-19 restrictions. The budget allocated to this event can now be reallocated to other local board projects or initiatives.

· Brass at the Falls: As agreed with the Local Board in February 2022, the delivery of the Brass at the Falls concerts was cancelled due to COVID-19 restrictions. The budget allocated to this event can now be reallocated to other local board projects or initiatives.

· Come Fly a Kite: As agreed with the Local Board, the delivery of the Kite Day event was cancelled in January 2022. The remaining budget has been reallocated on 8 March 2022 to the Snow in the Park festival.

Activities merged with other activities for delivery

19. These activities have been merged with other activities for efficient delivery:

· Te Whau Pathway: Section 5 - develop concrete pathways. Scope to be completed under ID #29237

· Te Whau Pathway: Section 5 - undertake environmental restoration and install artwork and signage. Scope to be completed under ID #29237.

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. Receiving performance monitoring reports will not result in any identifiable changes to greenhouse gas emissions.

21. Work programmes were approved in June 2021 and delivery is already underway. Should significant changes to any projects be required, climate impacts will be assessed as part of the relevant reporting requirements.

22. The local board is currently investing in several sustainability projects, which aim to contribute to carbon emissions reduction, build awareness around individual carbon emissions, and changing behaviour at a local level. These include:

· adoption of the Urban Ngahere Analysis Report. Adopted in October 2021, the report provides background information, direction, and context for a programme of work to improve urban forest cover in the Henderson-Massey Local Board area.

· The appointment of a Climate Action Activator for the local board. This new position will drive the implementation of the Henderson-Massey Local Climate Action Plan (Whakarauora huarangi) 2020-2023. This will involve developing a work programme for climate action priorities and enabling further initiatives that achieve carbon reduction targets set by the local board.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. When developing the work programmes council group impacts and views are presented to the local board.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

24. This report informs the Henderson-Massey Local Board of the performance for quarter three ending 31 March 2021.

Tauākī whakaaweawe Māori

Māori impact statement

25. The local board continues to support the implementation of the Whakapiki Te Mauri O Pukearuhe plan. Community Waitākere have partnered with Uru Whakaaro and the kura to co-develop a restoration and monitoring plan that explores options for land use including rongoā Māori, pā harakeke, landscaping for easier access to the wetland and creating an outdoor learning space. Funding will support planting, weeding and education days.

26. Concept design options are currently being revisited with coastal experts to install waka ama water access to the Whau River at the coastal end of Bridge Avenue, giving consideration to the Te Whau Pathway concept plan. Next steps are to complete a draft concept design to present to the Henderson-Massey Local Board.

27. Te Kete Rukuruku (Māori naming of parks and places) project continues to progress. Whakarewatanga for tranche one adopted sites is pending and sites have been confirmed for tranche two with naming currently underway.

Ngā ritenga ā-pūtea

Financial implications

28. This report is provided to enable Henderson Massey Local Board to monitor the organisation’s progress and performance in delivering the 2021/2022 work programmes. There are no financial implications associated with this report.

Financial comments

· Operating expenditure of $20.38 million is $1.748 million below budget.

· Asset Based Services operating expenditure (ABS Opex) is $1.6 million below budget. This is primarily as a result of lower running /utility costs on community assets impacted by varying alert level restrictions.

· Locally Driven Initiatives operating expenditure (LDI Opex) is $105,000 below budget. Some programmes and community initiatives have been disrupted under COVID-19 constraints however, several programmes were completed or ahead of schedule.

· Operating revenue of $1.98 million is $2.37 million below budget. The shortfall is mainly due to the closure of West Wave Aquatic centre, the remainder in venues for hire and library facilities. This is mitigated somewhat by expenditure being under budget for these facilities.

· Capital Expenditure of $3.255 million is below budget by $5.85 million. The underspend mainly refers to Te Whau Pathway where final design is underway before obtaining consent approval.

· The financial report for the nine months ended March 2022 for the Henderson Massey local board area is in Attachment B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. While the risk of non-delivery of the entire work programme is rare, the likelihood for risk relating to individual activities does vary. Capital projects for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (e.g. building consents) and is susceptible to market conditions.

30. The approved Customer and Community Services capex work programme include projects identified as part of the Risk Adjusted Programme (RAP). These are projects that the Community Facilities delivery team will progress, if possible, in advance of the programmed delivery year. This flexibility in delivery timing will help to achieve 100 per cent financial delivery for the financial year if projects intended for delivery in the current financial year are delayed due to unforeseen circumstances.

31. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with significant issues’ section.

Ngā koringa ā-muri

Next steps

32. The local board will receive the next performance update following the end of quarter four (30 June 2022).

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Henderson-Massey Local Board Q3 work programme update	149
b ⇩	Henderson-Massey Local Board Q3 financial summary	189

Ngā kaihaina

Signatories

Authors	Wendy Kjestrup - Senior Local Board Advisor
Authorisers	Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 May 2022

Local board feedback on Auckland Transport's proposed speed limit changes

File No.: CP2022/05708

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on Phase Three (previously called Tranche 2B) of Auckland Transport’s proposed speed limit changes.

Whakarāpopototanga matua

Executive summary

2. Auckland Council and Auckland Transport have adopted the Vision Zero goal of eliminating road transport-related deaths and serious injuries (DSI) within the Auckland road network by 2050.

3. Setting safe and appropriate speed limits that recognise the function, safety, design, and layout of roads is a fast and cost-effective way to reduce DSI. Evidence from changes made in 2020 demonstrates that safe and appropriate speed limits are effective in reducing road trauma.

4. Auckland Transport is conducting a phased review of speed limits and recently completed public consultation on proposed Phase Three changes with the community. A list of changes proposed within this local board area is provided as Attachment A.

5. Public consultation on changes proposed in Phase Three closed on 3 April 2022 and a summary of public responses is provided as Attachment B. Local boards are now invited to provide their feedback.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) provide feedback on speed limit changes proposed as part of Phase Three of Auckland Transport’s Safe Speeds Programme.

Horopaki

Context

6. Auckland Transport (AT) is Auckland’s road controlling authority. Part of this role is reviewing and ensuring that speed limits across Auckland are set at levels that are safe and appropriate for road function, safety, design, and their use.

Alignment with Central Government Policy

7. Waka Kotahi New Zealand Transport Agency adopted a ‘Vision Zero’ approach to road safety in 2019 when it launched the ‘Road to Zero’ national strategy that aims to reduce the number of people killed and injured on New Zealand’s roads to zero by 2050.

Alignment with Auckland Council Policy

8. Auckland Council is committed to road safety. The Auckland Plan envisages a transport network free of deaths and serious injuries by 2050. AT deliver the council’s policies in relation to transport. AT developed ‘Vision Zero for Tāmaki Makaurau’ in response to goals within the Auckland Plan and with the council’s Planning Committee’s direction (Resolution number PLA/2018/83).

9. Since receiving endorsement from Auckland Council and from the Auckland Transport Board, Auckland Transport has progressively reviewed roads across Auckland and reduced speed limits on many roads.

10. In this phase, the focus has been on town centres, roads near schools, high-risk rural roads, rural marae, and roads requested by the community.

11. Public consultation on the Safe Speeds Programme Phase Three took place from 28 February - 3 April 2022, and included the following measures:

a) flyer mailout to 340,257 properties and PO Boxes near roads where changes to speed limits are proposed

b) advertising in the NZ Herald, community newspapers, specialist, and ethnic media

c) radio advertising on Niu FM, Radio Samoa and Radio Waatea

d) radio interviews and adlibs on Niu FM, Radio Samoa and Radio Waatea

e) media releases

f) social media campaigns

g) an article published in OurAuckland

h) translation of consultation materials into Te Reo Māori, Braille and NZ Sign Language

i) flyers, posters and hardcopy FreePost feedback forms in multiple languages to every library and service centre in Auckland

j) 15 online webinars, including a Mandarin language webinar

k) a community drop-in session on Aotea Great Barrier.

12. The community was able to provide their thoughts via a number of channels:

a) online via http://AT.govt.nz/haveyoursay

b) a paper survey

c) a web-based mapping tool

d) emails direct to the Safe Speeds Programme Team

e) at public hearings held on 6 April 2022.

13. Local boards received localised reports on public feedback in early May (Attachment B) and now have the opportunity to provide feedback on Phase Three proposed speed limit changes within their local board area.

Tātaritanga me ngā tohutohu

Analysis and advice

14. Auckland Transport manages more than 7,300 kilometres of roads for Auckland Council. This includes setting speed limits, and since ‘Vision Zero’ was adopted Auckland Transport has been progressively reviewing and amending speed limits. Changes have been made only after engaging with both the community and local boards.

15. Auckland Transport’s first phase of reviewing and setting new speed limits was developing the Speed Limits Bylaw 2019 (under the Land Transport Act 1998) that enabled AT to set new speed limits for Auckland’s highest risk roads.

16. The impact of the changes made in this bylaw have been significant and support the claim that by setting safe and appropriate speed limits in Auckland, we reduce community harm.

17. Since 30 June 2020, in areas where speed limits were changed, fatal crashes have almost halved (down by 47 per cent) during the 18-month period since this action was taken.^{^[1]}

18. This change was most significant on rural roads where roads with reduced speed limits recorded a 71 per cent reduction in fatal crashes and more than a 25 per cent reduction in serious injury crashes.

19. In selected locations, speed limit changes are complemented by physical speed calming measures such as speed bumps, raised pedestrian crossings, kerb changes and road marking. These physical measures help reinforce the safe and appropriate speed limits and assist with pedestrians and cyclists crossing busy roads. Physical measures are installed based upon risk, with a focus on locations such as town centres, residential areas and roads near schools.

20. It will take time to confirm that these trends are sustained, however this initial impact is promising and indicates the effectiveness of the ‘Vision Zero’ approach. Overseas data records a similar impact on harm reduction and Auckland Transport’s advice to local boards is that the programme is working and should be supported.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. The primary climate change benefit of safe and appropriate speed limits is that they support and encourage greater take-up of walking, cycling and micromobility by reducing the risk to vulnerable road users, making these modes more attractive. This supports emissions reductions.

22. In town centres where speed limits were reduced and safety improvements introduced during Phase One of speed limit changes, there has been strong positive feedback, with 19 per cent of people saying they now participate in at least one active mode (e.g., walking or cycling) more often since the projects have been completed. This is a direct contribution towards encouraging people to walk or cycle instead of using cars that produce carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. Auckland Council is committed to road safety. The Auckland Plan envisages a transport network free of deaths and serious injuries by 2050. AT deliver the council’s policies in relation to transport. AT developed ‘Vision Zero for Tāmaki Makaurau’ in response to goals within the Auckland Plan and with the council’s Planning Committee’s direction (Resolution number PLA/2018/83).

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

24. Auckland Transport has held workshops with local boards throughout the various phases of the Safe Speeds programme.

25. Summaries of local submissions on changes proposed in Phase Three were provided to local boards in early May to inform their consideration of this topic.

26. This report seeks feedback from the local board on the proposed speed limit changes within Phase Three of the Safe Speeds Programme.

Tauākī whakaaweawe Māori

Māori impact statement

27. Auckland Transport is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsive to and inclusive of Māori.

28. AT’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua iwi in Auckland to deliver effective and well-designed transport policy and solutions. AT also recognises mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website at https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

29. Safe speeds make our roads safer for active road users, which encourages more people to walk, cycle and use public transport. Te Ora ō Tāmaki Makaurau is the well-being framework developed by the Mana Whenua Kaitiaki Forum in response to Te Tāruke-ā-Tāwhiri. Safer roads contribute to more people walking or cycling, which in turn supports this framework developed by Mana Whenua.

30. Waka Kotahi’s 2021 study ‘He Pūrongo Whakahaumaru Huarahi Mō Ngā Iwi Māori – Māori Road Safety Outcomes’ provides data demonstrating that Māori are disproportionately more likely to be hurt or killed on New Zealand roads. The Safe Speeds Programme is expected to result in significant positive impacts for Auckland’s Māori communities.

31. Engagement with iwi at the AT northern, central and southern transport kaitiaki hui took place on the wider programme during 2021, and in early 2022 to introduce the Interim Speed Management Plan. Detailed engagement with individual rural marae as part of Phase Three commenced mid-2021 and is ongoing, with each marae typically requiring a tailored approach that takes into account localised safety issues.

32. Mana whenua are, in general, supportive of the Safe Speeds Programme and positive safety, community and environmental outcomes arising through safe and appropriate speed limits. There is in particular strong engagement and support for the rural marae workstream which forms part of Phase Three.

Ngā ritenga ā-pūtea

Financial implications

33. Although there are no specific financial implications arising from local boards providing feedback on the Safe Speeds Programme this programme has considerable financial implications.

34. In 2017, the social cost of road harm in Auckland was about $1.1 billion.^{^[2]} These costs are paid by all Aucklanders. There is the cost of health care for those injured and - for some - lifetime rehabilitation and support. There is a cost to families, businesses and the region of those who can no longer live and work as they did before due to road deaths and serious injuries.

35. Reducing the harm caused by road accidents impacts on the community by reducing hospital costs, insurance costs and Accident Compensation Corporation costs all of which are of direct financial benefit to the communities that local boards represent.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. Delays due to Covid-19 and lockdown in the Auckland Region have added complexity to both public consultation and implementation timelines. The following measures were undertaken to ensure a quality engagement process:

· the consultation length was extended from four to five weeks.

· the number of online events during the consultation was significantly increased.

· digital advertising spend was increased and included Mandarin language public webinars and social media advertising.

37. Steps have also been taken to ensure flexibility in the implementation timeline.

Ngā koringa ā-muri

Next steps

38. The new speed limits are proposed to come into force at the end of November 2022.

39. The November 2022 date may need to be revised due to the impacts of Covid-19 and to take into account consultation feedback. Local boards will be kept up to date if any changes are made.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Henderson-Massey Local Board - Proposed speed limit changes - phase 3	201
b ⇩	Safe Speeds Programme Public feedback on proposed speed limit changes March/April 2022	205

Ngā kaihaina

Signatories

Authors

Annie Ferguson, Communications and Engagement, Auckland Transport

Ben Stallworthy, Elected Member Relationship Partner, Auckland Transport

Authorisers

Nathan Cammock, Programme Director, Auckland Transport

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 May 2022

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Henderson-Massey Local Board

17 May 2022

Draft Auckland golf investment plan

File No.: CP2022/05836

Te take mō te pūrongo

Purpose of the report

1. To seek tautoko / support for the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land.

Whakarāpopototanga matua

Executive summary

2. To increase Aucklander’s access to, and the benefits from, publicly owned golf land, staff have developed a draft investment plan.

3. Staff recommend that you support the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land.

4. There will be increased accountability and transparency from an outcome-focused investment approach and a clear decision-making framework. Implementation of the plan is expected to achieve:

· increased equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

· increased equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

· best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

5. If adopted, any future investment would need to align with the plan. The main trade-off is between taking a consistent regional approach to future decision-making and one-off decisions as current leases end.

6. The next step is for the Parks, Arts, Community and Events Committee to consider adoption of the plan in mid-2022. Local board feedback will help inform their decision-making.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) support the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land attached to this report (Attachment A)

b) support the three policy objectives set in the draft Auckland golf investment plan:

i) increased equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

ii) increased equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

iii) best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

c) support the decision-making framework set in the draft Auckland golf investment plan, in which future use of publicly owned golf land will be considered in the context of local needs, increased equity, participation and environmental outcomes.

Horopaki

Context

Exclusive use of publicly owned land for golf is not sustainable

Problem definition

7. There are 13 golf courses operating on 535 hectares of council-owned or managed land. This publicly owned land has an estimated value of $2.9 billion in 2018.^{^[3]}

8. Public access to this land, other than to play golf, is limited which means that some Aucklanders are missing out.

9. There are competing demands to provide open space and community facilities. Housing and business land is also in short supply in urban areas.

10. This makes exclusive use of publicly owned land by a single sports code unsustainable.

The draft investment plan builds on community engagement, research and analysis

11. Development of the draft plan involved community engagement, research and analysis.

12. Work commenced in 2016 with the release of a discussion document for public engagement [PAR/2016/11 refers].

13. The investment approach was supported by a majority of Aucklanders who responded to the consultation in 2016. There was strong feedback for council to maximise the benefits from its investment in golf. This is reflected in the draft plan.

14. Following analysis of submissions on the discussion document, the Parks, Sport and Recreation Committee approved development of a draft plan with the following components [PAR/2016/52 refers]:

· a policy statement setting out the vision, investment principles and the scope of council’s investment.

· a decision-making framework that sets how the investment approach will be applied as well as ongoing reporting and monitoring.

15. A range of research was undertaken to support the development of a draft plan, including an analysis of the value of golf to Auckland’s economy and benchmarking to assess the environmental performance of golf courses on publicly owned land.

16. Cost-benefit analyses were undertaken of the 13 golf courses. A tool was developed to assess the costs and benefits of different forms of sport and recreation investment.

17. An intervention logic and decision-making framework were developed and refined following workshops with the Environment and Community Committee and 10 local boards in September and November 2018.

18. Key aspects of the draft plan were workshopped with the Parks, Arts, Community and Events Committee in December 2021.

19. The Parks, Arts, Community and Events Committee considered the draft plan in February 2022 and invited staff to use this document to engage with the community.

Tātaritanga me ngā tohutohu

Analysis and advice

Changes are proposed so that all Aucklanders benefit from publicly owned golf land

20. Staff have developed a draft Auckland golf investment plan in order to make publicly owned golf land accessible to Aucklanders and to increase public benefits from this land.

21. It proposes three policy objectives:

· increase equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

· increase equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

· best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

22. The proposed outcome-focused investment approach, with a clear decision-making framework, would also increase accountability and transparency.

Increasing public value is an accepted public sector approach

23. The draft plan takes a public value approach as it aims to deliver more public value to Aucklanders from council investment.

24. Public value is an accepted approach. It has informed public policy in New Zealand and other countries such as Australia and the United Kingdom since the mid-1990s.^{^[4]}

25. It focuses decision-making on how best to manage public assets to benefit all members of society.

26. Alternate approaches, where council does not consider the costs and benefits of allocating publicly owned land to golf or public versus private benefits, have been discounted.

27. These factors cannot be overlooked when there are competing demands for open space or community facilities and land supply constraints.

The investment approach is consistent with council policy

28. In 2019, the Environment and Community Committee adopted the Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 [ENV/2019/93 refers].

29. The draft plan is consistent with council policy on sport investment.^{^[5]} It has the same investment objective of increasing equity and participation and the same investment principles as the overarching sport investment plan.

30. A separate plan from Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 was needed because there is more complexity to golf both in terms of costs and benefits. For example, golf courses may operate on marginal land, and they can have other functions such as stormwater management.

31. Increasing environmental benefits were an additional consideration given the large land areas currently allocated to golf.

The draft plan proposes four key shifts to benefit all Aucklanders

32. Four key shifts to the status quo are proposed so that all Aucklanders benefit from increased equity, participation and environmental outcomes.

Figure 1: Four key shifts to deliver increased benefits to Aucklanders

FROM ad hoc historic decisions of legacy councils

Now there is intensive demand for land to accommodate Auckland’s growth

TO a robust investment framework that is focused on increasing benefits to all Aucklanders

Public-owned golf land will be considered in the context of local needs, increased equity, participation and environmental outcomes

DELIVERS increased accountability and transparency

FROM publicly owned land used exclusively by golfers

There is competition over access to open space and some Aucklanders are missing out

TO sport and recreation for all Aucklanders

Opening publicly owned golf land to other users with new play spaces, walking, running and cycling paths and other sport and recreation activities

DELIVERS increased equity and sport and recreation participation rates

FROM asset-based investment in traditional mid-level (development) golf courses

Auckland golf courses meet the needs of a relatively narrow segment of population^{^[6]}

TO a broad golf service offering across the network that appeals to a wider group of people

Providing a broad range of golf experiences and pathways that attract and retain participants with services targeted at low participation groups

DELIVERS increased equity and golf participation rates

FROM variable environmental management of publicly owned golf land

Some golf courses are high users of water, fertilisers, pesticides and energy

TO best practice in ecosystem management and biodiversity conservation that meets clearly defined targets

A kaitiakitanga framework ensures publicly owned golf land is environmentally sustainable, energy neutral and carbon positive

DELIVERS increased natural and environmental benefits

33. If the draft plan is adopted, these changes can be implemented as leases end, or by agreement with current leaseholders.

Decision-makers will consider a range of evidence and options before any future investment

34. The draft plan sets out a clear decision-making framework to guide and inform any future investment and leasing decisions. Its sets out clear objectives and expectations about the public benefits sought from publicly owned golf land.

35. Decisions will be informed by an indicative business case with a full range of policy options assessed against the plan’s investment objectives and principles. This will help inform decisions that local boards make about golf leases.

36. Development of the indicative business cases will commence three to five years prior to the end of a current lease for golf courses on publicly owned land. Eight of these leases end before 2028.

Figure 2: Proposed decision-making framework (see page 21 of Attachment A for a larger version)

Future investment decisions will involve the governing body and local boards

37. If the golf investment plan is adopted, the governing body and local boards will work together to implement the plan. This process will adapt to any changes made to current allocated decision-making responsibilities.

38. Currently the governing body makes strategic decisions concerning asset ownership and future investment to increase sport and recreation opportunities for all Aucklanders. Local boards make decisions on the use of publicly owned land, including leases, and the development of open space to meet community needs.

39. During the development of indicative business cases for individual publicly owned golf land, joint working groups can be set up to consider policy options and implementation requirements. This would ensure close collaboration between decision-makers.

There are some trade-offs associated with adopting the plan and the key shifts

40. Key Shift 1 (a robust investment framework) means taking a consistent regional approach to future decision-making rather than making one-off decisions as current leases end. It also means that a full range of policy options will be considered as part of an indicative business case, rather than simply going through a new lease process.

41. Implementation will require a joint approach involving the governing body and local boards, reflecting and adapting to changing decision-making allocated to local boards.

42. Key Shift 2 (sport and recreation for all Aucklanders) means making space for other sport and recreation activities on publicly owned golf land.

43. In most cases, it is anticipated that these activities can co-exist alongside golf on publicly owned land.

44. Key Shift 3 (a broad golf service offering) could mean making changes to the types of services or facilities available. For example, a driving range and an introductory golf could be provided in place of an existing 18-hole golf course.

45. Any such change would have varied support between new and experienced golfers.

46. Key Shift 4 (sustainable environmental practices) means that all golf courses on publicly owned land will need to meet a minimum environmental benchmark.

47. Six golf courses on publicly owned land would not currently meet this benchmark.

48. Some of them are participating in a pilot run by Auckland Council’s Infrastructure and Environmental Services department to improve environmental practices, but decisions may need to be made as to whether additional council support is provided.

There are strengths and weaknesses to the plan

49. There are strengths and weaknesses to the draft plan as well as some limitations and constraints (see Table 1).

50. A strength of the draft plan is how it has built on public engagement in 2016. The majority of public respondents to a council discussion document sought increased access to publicly owned golf land. They supported walking, running and cycling trails. They also supported use of an environmental auditing tool.

51. Other key strengths are the proposed public value approach and strategic alignment with the Auckland and Māori Plans. It also builds on golf sector strategies and plans.

52. The main weakness is that the draft plan relied on publicly available golf participation data (up to and including data from 2020). Golf New Zealand has subsequently provided more up-to-date data, which shows increases in participation over the last two years.

53. Another weakness is that the draft plan does not specify any level of future council investment. Decisions will be made on a case-by-case basis as leases end. This will allow council to make timely decisions based on community needs as participation trends will change over time. This may however create uncertainty for leaseholders and the wider golf sector.

Table 1: High-level analysis of the merits of the draft plan

We are engaging again with Aucklanders to get their views

54. Staff are engaging with Aucklanders, the sport and recreation sector as well as golf clubs and leaseholders to get their views on the draft plan.

55. A range of mechanisms were used to engage the public, including the People’s Panel survey and public submissions to the Have Your Say consultation, with a cross section of Aucklanders providing feedback.

· Have Your Say engagement ran from 23 March to 20 April 2022. A total of 1,074 people provided feedback on the draft plan. A broad range of ages, ethnicities and locations were represented. However, a large proportion was older, male Pākeha/New Zealand European respondents, or from the Albert-Eden, Devonport-Takapuna and Ōrākei local board areas.

· The People’s Panel ran from 7 to 12 April 2022. A total of 1,070 people completed the survey. A broad range of ages, ethnicities and locations were represented in the feedback.

56. Consultation with the sport and recreation sector as well as golf clubs and leaseholders through a series of virtual meetings runs until 27 May 2022.

The views of Aucklanders in 2022 varied on the draft plan

57. Feedback from the Peoples Panel and Have Your Say varied (see Figure 3):

· 51 per cent of the Peoples Panel ‘support’ the overall goal to ensure that all Aucklanders benefit from publicly owned golf land. A further 28 per cent ‘partially support’ this goal.

· 59 per cent of Have Your Say respondents ‘don’t support’ the plan.

Figure 3: Summary of public feedback

People’s Panel: Goal to ensure all Aucklanders benefit

Chart type: Clustered Bar. 'Field1': 1 Support has noticeably higher 'Field2'.

Description automatically generated

Have Your Say: Overall opinion on the draft plan

Chart type: Pie. 'Field2' by 'Field1'

Description automatically generated

People’s Panel

62% Support

19% Partially support

15% Don’t support

44% Support

30% Partially support

20% Don’t support

72% Support

16% Partially support

9% Don’t support

54% Support

24% Partially support

14% Don’t support

62% Support

20% Partially support

15% Don’t support

40% Support

32% Partially support

20% Don’t support

70% Support

18% Partially support

9% Don’t support

Policy Objective 1 (increasing public access)

Policy Objective 2 (a broad range of golf experiences)

Policy Objective 3 (ecosystem management and biodiversity)

Key Shift 1 (a robust investment framework)

Key Shift 2 (sport and recreation for all Aucklanders)

Key Shift 3 (a broad golf service offering)

Key Shift 4 (sustainable environmental practices)

Have Your Say

21% Support

19% Partially support

59% Don’t support

28% Support

32% Partially support

37% Don’t support

53% Support

21% Partially support

22% Don’t support

26% Support

24% Partially support

44% Don’t support

21% Support

16% Partially support

63% Don’t support

20% Support

24% Partially support

45% Don’t support

44% Support

20% Partially support

27% Don’t support

58. There is support across both groups of respondents for the environmental aspects of the plan, in particular Policy Objective 3 (best practice in ecosystem management and biodiversity conservation).

59. On most other aspects of the plan there were opposing views between respondents to the Peoples Panel’s survey and the Have Your Say consultation.

The sport and recreation sector supports the focus on increasing equity and participation

60. Initial feedback from the sport and recreation sector supports the focus on increasing equity and participation in sport and recreation for all Aucklanders as well as golf.

61. They also welcome opportunities for new play spaces, walking, jogging and cycling paths.

The golf sector opposes the draft plan in its current form

62. The golf sector has indicated that they oppose the draft plan in its current form. They are concerned that the draft plan does not reflect the current situation.

63. Golf New Zealand provided evidence that participation rates have increased in recent years and suggested that further investment is required to meet the needs for golf in the future.

To date golf leaseholders have told us that the draft plan gives them more certainty and they are doing many of the things it seeks to achieve

64. Golf leaseholders that staff have spoken with to date think that the draft plan gives them more certainty as to what council would invest in and transparency over future decision-making processes.

65. They also noted that they were already doing many of the things outlined in the plan, including growing participation among young people and women, broadening their golf service offering and increasing environmental benefits.

Staff will analyse all the submissions and will look at what changes need to be made

66. Staff will analyse all of the submissions made on the draft plan and will look at what changes need to be made to the document. This includes updating golf participation data.

Staff recommend that local boards support the draft plan

67. Staff recommend that you support the adoption of this plan.

68. There will be increased accountability and transparency from an outcome-focused investment approach and a clear decision-making framework.

69. If adopted, the plan will help increase Aucklander’s access to publicly owned land.

70. It will also help increase equity and participation in sport and recreation, including golf.

71. Increased natural and environmental benefits will come from a kaitiakitanga framework with ecosystem management and biodiversity conservation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

The draft plan aligns with Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan

72. Getting better environmental outcomes from the 535 hectares of open space currently allocated to golf is critical to Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan.

73. A kaitiakitanga framework will ensure golf courses employ best practice in ecosystem management and biodiversity conservation.

74. If the draft plan is adopted, leaseholders will need to meet a minimum benchmark covering:

· ecology

· landscape and cultural heritage

· energy consumption and waste reduction

· water resource

· climate change

· pollution prevention.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

75. Eke Panuku Development Auckland will need to ensure that decision-making on any leases is made in accordance with the plan if it is adopted.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

There is inequity across age, gender and ethnic groups and people living with disabilities

76. Not all Aucklanders have the same opportunities to participate in sport and recreation or to play golf:

· there is inequity for people living with disabilities

· Asian and Pacific Aucklanders have lower sport and recreation participation rates

· women and young people have lower golf participation rates.

Local boards have been briefed on the draft plan and their views are now sought

77. The draft plan sets out a clear decision-making framework to guide and inform any future investment and leasing decisions. Its sets out clear objectives and expectations about the public benefits sought from publicly owned golf land.

78. If the draft plan is adopted, the governing body and local board allocated decision-making responsibilities will work together to implement the plan. This process will adapt to any changes made to current allocated decision-making responsibilities.

79. Currently the governing body makes strategic decisions concerning asset ownership and future investment to increase sport and recreation opportunities for all Aucklanders. Local boards make decisions on the use of publicly owned land, including leases, and the development of open space to meet community needs.

80. Joint working groups to consider policy options and implementation requirements as part of the development of indicative business cases can ensure close collaboration between investment and lease decisions.

81. Staff held a local board member briefing on 4 April 2022, providing an overview of the draft plan and responded to questions.

82. This report provides an overview of the draft plan as well as a high-level summary of public feedback. It seeks a formal view on the draft plan.

Tauākī whakaaweawe Māori

Māori impact statement

83. The draft plan aligns with the five key directions that reflect the overarching goals or aspirations of mana whenua and mataawaka as set-out in the Māori Plan:

· Whanaungatanga /… Access to public facilities

· Rangatiratanga /…Māori are actively involved in decision-making and management of natural resources

· Manaakitanga /… Access to clean parks and reserves

· Wairuatanga /… Indigenous flora and fauna

· Kaitiakitanga /…Māori are kaitiaki of the environment.

84. Mana whenua have been provided with a summary of the draft plan and public feedback to assist with their decision-making process about providing feedback.

Ngā ritenga ā-pūtea

Financial implications

85. There are no financial implications to the local board for any decision to support the draft plan, its policy objectives and the decision-making framework it outlines.

86. If the draft plan is adopted, the costs of undertaking indicative business cases would be funded within existing department budget.

87. The financial implications of any decisions recommended through individual indicative business cases would be outlined at the relevant time.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

88. Adoption of a plan for future council investment in golf manages risk as well as increasing transparency and accountability.

89. If the governing body and local boards follow the indicative business case process and decision-making framework, then there would be a low risk of legal challenge.

Ngā koringa ā-muri

Next steps

90. The Parks, Arts, Community and Events Committee to consider adoption of the plan in mid- 2022. The agenda report will include local board feedback.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Where all Aucklanders benefit from publicly owned golf land	403

Ngā kaihaina

Signatories

Authors

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Carole Canler - Senior Policy Manager

Kataraina Maki - General Manager - Community and Social Policy

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

[1] Annual figures for the 18-month period 30 June 2020 to 31 December 2021, when compared to the prior five-year baseline period.

[2] https://www.transport.govt.nz/statistics-and-insights/safety-annual-statistics/sheet/social-cost-of-road-crashes

[3] MartinJenkins (2018). Cost-Benefit Analysis: Publicly-owned Auckland Golf Courses

[4] M. Moore (1995). Creating Public Value: Strategic Management in Government

[5] This is an important consideration in the context of section 80 of the Local Government Act 2002: Identification of inconsistent decisions

[6] O’Connor Sinclair (2013). Auckland Golf Facility Strategy

Chairperson	Vanessa Neeson, JP
Deputy Chairperson	Brenda Brady, JP
Members	Chris Carter
	Peter Chan, JP
	Dr Will Flavell
	Matt Grey
	Brooke Loader
	Ingrid Papau

Authors	Brenda Railey - Democracy Advisor
Authorisers	Adam Milina - Local Area Manager